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The St. Lawrence Seaway management Corporation

The St. Lawrence Seaway Management Corporation (SLSMC) was established in1998 as a not-for-profit corporation by Seaway users and other interested parties.

In accordance with provisions of the Canada Marine Act,the SLSMC manages and operates the Canadian

assets of the St. Lawrence Seaway for the federalgovernment under a long-term agreement with

Transport Canada.

Our Guiding Principles

Steering for success … On course to the future.

Our Mission: We pass ships through a safeand reliable waterway system in a cost-effective, efficient and environmentally friendlymanner to meet our customers’ transportationneeds.

Our Vision: The SLSMC and its partners … the transportation system of choice.

Our Values: Integrity, Respect, Openness, Innovation

How to contact us

Head Office202 Pitt StreetCornwall, OntarioK6J 3P7Tel: 613-932-5170E-mail: marketing@seaway.ca Web site: www.greatlakes-seaway.com

Maisonneuve Region151 Écluse StreetSt. Lambert, QuebecJ4R 2V6Tel: 450-672-4110

Niagara Region508 Glendale AvenueSt. Catharines, OntarioL2R 6V8Tel: 905-641-1932

Front cover photos (upper to lower):

Jumbo ship and trailer at the Port of Sarnia, May 2005 (Photo Thies Bogner, MPA/F/PPO)A mechanical boring machine built in Germany and boundfor Minneapolis-St. Paul offloaded from the Antigua-flaggedvessel Scan Partner at Duluth's Clure Public Marine Terminal. (Photo courtesy of Port of Duluth) Pineglen upbound on Welland Canal, approaching Lock 3(Photo Jeff Cameron)Ocean-going vessel Seneca exiting Lock 8 at Welland Canal , northbound to Lake Erie

Design: Walters & Greene AssociatesPrinting: National PrintersJune, 2005

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TABLE OF CONTENTS

3 President's message

6 Report on Operations

19 Governance

21 Financial Summary

The Highest Standards of Service

The St. Lawrence Seaway serves cargo vessels and cruise ships with:• 15 efficient locks and well-maintained channels connecting Montreal to Lake Erie,

and providing access to 3,700 km of navigable waters• an unequalled safety record • joint Canadian and U.S. government inspections at entry, eliminating duplication• ISO 9001: 2000 certification for ship inspections, traffic control and lock operations• state-of-the-art computerized traffic management system • automatic vessel identification system• 24-hour navigation even in bad weather, throughout the nine-month season• a bi-national Web site, the most comprehensive single source of Seaway/Great Lakes

information, with real-time navigation data, links to related government andcommercial marine transportation sites and full e-business services

The Seaway is a significant economic asset to both Canada and the U.S. In 46 years ofoperation, it has carried more than 2.2 billion tonnes of cargo, worth over $265 billion.Vessels from 50 countries around the world have passed safely through our locks over255,000 times.

2004—A Year to Celebrate

In 2004, we marked the 50th anniversary of the start of Seaway construction,and the 175th anniversary of the opening of the original Welland Canal.

2004/2005 Performance Highlights

• Longest navigation season in Seaway history—281 days

• System up and available 99.56% of the timeduring the season

• Successful increase in draft to 26’6”• Overall 6.5% increase in traffic over 2003, to

43.4 million tonnes• MLO section handled 2,683 vessel transits, an

increase of 104 over 2003

• Welland Canal handled 3,185 vesseltransits, an increase of 158 over the 2003navigation season

• Most successful season since 2000• Total toll revenue followed tonnage and

increased to $70.3 million, up 12.5% • Corporation again outperformed

business plan by successfully control-ling manageable costs

• Spending on manageable costs andasset renewal totalled $93.2 million,bettering the business plan target of$96.4 million

• Notional reserve balance at end of 7thyear of operations is $14.5 million

• Combined salaries and wages plusemployee benefits and pension coststotalled $51.7 million or 86.0% of totaloperating costs

• Asset renewal program (maintenanceand major repairs of locks, canalbridges, buildings and other infrastruc-ture) totalled $32.1 million

• Welland Canal Lock 7 fully convertedto hydraulic operation.

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10

5

020042000 2001 2002 2003

Five Year Review of Combined Traffic by Commodity (millions of tonnes)

Grain Iron Ore Coal Other Bulk General

Review of Business Plan Performance (millions of dollars)

Actual Business Plan Approved Business Plan

2000/0

1200

1/02

2002/0

3

1999/0

0

* Includes 6 months of SLSA activity, and 6 months of SLSMC activity.

2006/0

7200

7/08

2005/0

6200

3/04

2004/0

5

First Five Year Plan

102

100

98

96

94

92

90

88

86

84

82

80

78

76

74

72

70

1998/9

9*

Second Five Year Plan

0

100

80

60

40

20

Comparison of Actuals to Business Plan (millions of dollars)

Actual Business Plan

72.37283.201

Revenue Manageable Costs(Operating Expenses)

Asset Renewal including Capital Expenditures

61.324 62.712

32.970 33.386

62.172

SLSmC: the DrivingForce of Hwy H20

The St. Lawrence River, St. Lawrence Seaway and the Great Lakes together form Hwy H2O. This is the Great Lakes/St. Lawrence Seaway System—a3,700-kilometer (2,400 mile) marinehighway that runs between Canadaand the United States.

Hwy H2O flows directly into NorthAmerica’s commercial, industrial and agricultural heartland. It’s an alternative, uncongested transportation route, relieving pressure on overtaxed road arteries and offering:

• the shortest route to the industrial and recreational centre of North America from many European ports

• more than 65 ports with all facilities• lower charges than ocean ports for handling, wharfage,

dockage and stevedoring • excellent intermodal connections with a vast network of

roadways and rail lines providing complete door-to-doorservice

• environmentally friendly, safe and reliable transportation• plenty of room for more cargo

Marine transport reduces costs, congestion and pollution on land....

• Ships use only 10% to 20% of the energy required by trucks. • On a single litre of fuel, one tonne of freight can travel 240

km by ship. By train, the distance drops to less than 100 kmand by truck, to less than 30 km.

• Seaway-max ships, twice as long and half as wide as a foot-ball field, carry cargoes equivalent to the loads of 870 trucksor 225 rail cars.

• Ships emit 1/10 the greenhouse gas of trucks and 1/2 that oftrains (in grams/tonne-kilometre).

• Only one marine accident is recorded for every 13.7 rail acci-dents and 74.7 truck accidents, and only one marine spill isrecorded for every 10 rail spills and 37.5 truck spills.

Sponsors, partners and supporters of Hwy H2O include the two Seaway entities, major ports along the route, and marine groups.

we’ve got a good thing flowing...

Tug and barge under Garden City Skyway in St. Catharines (May 2005) (Thies Bogner, MPA, F/PPO)

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PRESIDENT’S mESSAGE

The year 2004, which marked the 50th

anniversary of the start of construction ofthe Seaway, gave SLSMC stakeholders

more than one reason to celebrate. After severalyears of sluggish traffic, last year the Seawayturned a corner with increases in both cargo ship-ments and revenue. While combined tonnageincreased 6.5%, revenue grew more than 12%due, in particular, to a strong market for steel.Total revenue for the fiscal year reached $74 mil-

lion, of which $70.3 mil-lion was from Tolls, anincrease of $7.6 millioncompared to 2003/04.Our seventh year ofoperation turned out tobe the most successfulsince 2000.

On the operational side,2004 was also a banneryear. We increased draft

across the system by three inches to 26’ 6”; thenavigation season lasted 281 days, the longestin Seaway history; and we completed work onthe second lock in our hydraulic conversionproject. Relationships with the trade have beenvery good and, while new marine securityrequirements translated into a great deal ofwork for the Corporation, we were able to meetthe established deadlines and receive our Cer-tificates of Compliance.

Once again, the Corporation outperformed itsbusiness plan by successfully controlling itsspending. Our manageable costs for the yearended up $2.8 million below plan, at $60.2 mil-lion, of which $51.7 million was expended onsalaries and benefits. The portion of thisamount devoted to Employee Benefits rose tomore than 41% of salaries paid.

Asset renewal costs were 1% below theapproved plan, at $33 million, and additionalone-time expenditures of $4.2 million wereincurred to re-habilitate the electric generatorsin the Power House.

Strategic actions take us down the road to the visionWhile carrying out our mission in an exemplaryfashion in 2004, we also kept our eye on ourvision of the future. To this end, significanteffort and resources were devoted to advancingour key strategic initiatives of:

• growing the business• innovating to optimize the current system• setting the stage for people to succeed

Growing our business Our general strategy for market development isto show why the marine system should be usedto advantage, and then show how to use itsadvantages. This requires both the ‘wide’ pro-motion and public awareness thrust, highlight-ing our environmental and social benefits, andthe ‘narrow’ cargo-focused initiatives, showinghow we can add value in terms of cost reduc-tion, reliability, and available capacity.

It was an active and productive year in themarketing arena for the Seaway. With Boardapproved funding for promotional initiativesand support to attract new cargo, we startedthe year with a ‘first’ and ended the year withanother ‘first’.

Beginning last spring, we carried out a highlysuccessful multi-media promotional campaignin the Toronto-Windsor corridor, which hasnow evolved into the popular Hwy H2O brand-ing project for the entire Great Lakes/St.Lawrence system. Already, 18 major ports havesigned on, and the Hwy H2O logo is showingup with increasing prominence.

And to end the year, in March 2005, we imple-mented the first significant change to our tollstructure in 20 years, with a reduced lockagefee for new cargo on the Welland Canal.

Throughout the year, we worked with majorstakeholders to promote marine transportationand to encourage government action in supportof the marine mode, and we are harvestingresults. At the federal level, we saw the launch

of the National Marine and Industrial Council,and Transport Canada’s National Conferenceon Short Sea Shipping. At the provincial level,success has flowed from the marine industryworking together in partnership with both theQuebec and Ontario governments. In Quebec,enthusiastic support from the Ministry of Trans-portation has led to a host of initiatives, bring-ing short sea shipping to life with concreteexamples. In Ontario, SLSMC became a found-ing member of the Ontario Marine Transporta-tion Forum, a first step towards ensuring thatthe marine mode plays its rightful role inOntario transportation.

While encouraging increased use of the Seaway,the Corporation remains aware of its responsi-bilities for stewardship of the environment, andwe continue working to ensure balancebetween commercial use and the ecology of thewaterway and surrounding lands. During thepast year, in addition to various projects to pro-tect the environment and clean up Seawaylands, we initiated actions to be more pro-activein dealing with the future challenges in theenvironmental arena.

Innovating to optimize the current system We must nurture new business opportunitiesby being innovative in the way we provideservice and, in line with this, we are activelypursuing initiatives to define different operat-ing approaches and to reduce the barriers toentry for new users. Our goal is to provide astable, known operating environment for cur-rent users, while finding the necessary flexibili-ty and value-added incentives to attract newcustomers.

Asset Renewal Plan funds are being put towork, both to ensure reliability of our infra-structure going forward and to apply new tech-nology to our operating equipment. Last year’sdraft increase and the longer navigation sea-sons that are now becoming the norm are alsoproducts of innovation, notably AIS and ourcutting-edge traffic management technology.We have made giant strides in our strategy toremotely operate certain structures and wehave launched a feasibility study on the appli-cation of new technology to the vessel securingprocess. If successful, it will do much toimprove the safety of lock workers and speedup transit time through the system.

We have called on our staff to help in thisendeavour, with excellent results. Our Innova-tion Support Group has already captured ideasfrom employees at all levels of the organizationand a budget has been made available in eachregion for the testing and implementation ofquick, innovative improvements to proceduresand services.

Setting the stage for people to succeedIn 2004, our vision and three strategic directionspushed us to refine our process-centered organ-ization by grouping together the resources nec-essary to make significant progress towards ourVision, while running the business in line withour Mission. Our new structure reinforcesregional accountability for operating results, formanaging effectively through people and forsupporting the corporate agenda. The corporate

Foreign flagged vesselbringing steel products tothe lower Great LakesPhoto courtesy DuluthSeaway Port Authority

Truck ferry next to WindsorAmbassador Bridge

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CSL Laurentian in the Saint-Lambert LockThies Bogner, MPA

Twenty-one wind turbineblades manufactured inDenmark and the UnitedKingdom were dischargedfrom the Bavaria atDuluth's Clure PublicMarine Terminal and weredelivered via truck tosouthern Manitoba.Photo courtesy DuluthSeaway Port Authority

groups are responsible for progress in achievingour Vision, for providing common and consis-tent support services to all and for ensuring wehave the plans and developmental initiatives inplace to ensure our future success.

While the organizational structure is important,inasmuch as it clarifies reporting relationshipsand responsibilities, I firmly believe that ourcontinued success will come from employeesand managers alike embracing our values andworking towards common objectives. Our Val-ues of Integrity, Respect, Openness and Innova-tion set the context for all our interactions andour ways of working; and it is from living thesevalues that our success flows. With our well-ness program, succession planning and the“jobs of the future” initiatives, we are welldown the road to ensuring the success of theCorporation and its employees.

Ready for upcoming challenges We have come to know challenge and change; ithas become a way of life at the Seaway, and weexpect that to continue. We are already awareof, and preparing to address, many of the chal-lenges that we will face in the future, not theleast of which is the rapidly approaching loss ofcurrent employees to retirement. Defining jobrequirements into the future, identifying andmeeting the necessary skills by getting the righttraining, development and hiring programs inplace becomes more urgent year-by-year.

For the overall good of the waterway, we willcontinue working to attract new cargoes, to

establish short sea shipping as an integral partof the transportation network and to makeprogress on dealing with environmental issues.

Our employees and all members of manage-ment have the best interests of the Corporationat heart, and I have very much appreciatedtheir efforts over the last year. Similarly, thesupport I have received from the Board hasbeen invaluable in moving forward as we haveand in setting our sails into the wind for thecoming year. The Corporation has the advan-tage of solid partnerships, growing governmentsupport and loyal staff. As a result, we are wellplaced to deal with challenges, and the future ispromising for us all.

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REPORT ON OPERATIONS

OUR BUSINESS

THE BASICS

Season Length

In 2004, the Seaway was open for 281 days,the longest navigation season in its history.The Welland Canal opened on March 23,

and the Montreal-Lake Ontario (MLO) sectionon March 25; the waterway closed officially onDecember 30 at St. Lambert, although the lastship left the Welland Canal on December 31.The late closing date was negotiated with ship-pers and carriers, to allow them to make upsome of the cargo lost to strikes in the iron oreindustry and supply problems in the coal trade.

Transits During the 2004 navigation season, there were2,683 vessel transits of the MLO section. Thisrepresents an increase of 104 over 2003 results. Inthe Welland Canal, there were 3,185 vessel tran-sits—an increase of 158 over the 2003 navigationseason. Cargo tonnage increased by 6.5% from2003, to 43.5 million tonnes overall.

Toll RevenueTotal toll revenue followed tonnage andincreased in 2004 to $70.3 million, up 12%.Revenue rose by a higher percentage than ton-nage, the growth coming in part from themandatory 2% toll increase and in part from thesignificant increase in general cargo, with itshigher tariff.

TRAFFIC HIGHLIGHTS

In 2004, solid economic activity in Canada andthe United States helped fuel the growth in Sea-way traffic. However, strikes at two iron oresites in Labrador and in Quebec interruptediron ore movements over the summer, andalthough harvests were larger, low quality andstrong competition among exporting countriescontributed to a decline in grain traffic. On theother hand, the removal of the U.S. import tariff

Combined Traffic by Commodity 2004/2005

OtherBulk 35%

Coal 10%

General 10%

Iron Ore 24%

Grain 21%

on steel encouraged an increase in steelimports. In all, traffic increased over the 2003figures on the MLO by 6.6% to a total of 30.8million tonnes and on the Welland Canal by7.6% to 34.3 million tonnes.

GrainCanada harvested more grain in 2004 than in2003, but unfavourable weather conditions ledto a product of lower than average quality.Canadian grain shipments were down on theMLO section by 5.2%, to 5.5 million tonnes, andon the Welland Canal by 5.4%, to 5.2 milliontonnes.

In the U.S., good harvests raised total shipmentsof American grain—on the MLO section by5.8%, to 3.57 million tonnes, and on the WellandCanal by 0.9%, to 3.81 million tonnes.

The decrease in Canadian shipments more thanoffset the increase in American grain, bringingtotal grain shipments down by 1.5% on theMLO section and by 3.2% on the Welland Canal.

Iron OreStrikes at the Labrador mines reduced ship-ments on the MLO section by 9.95%, to 8.34million tonnes. On the Welland Canal,increased downbound shipments more thanoffset the decreased upbound shipments, creat-ing a modest growth in overall traffic of 1.1%,to 6.63 million tonnes.

Welland Canal (Millions of Tonnes)

2002/2003

Iron OreGrain Coal Other Bulk General

2003/2004 2004/2005

0

2

4

6

8

10

12

0

2

4

6

8

10

Montreal-Lake Ontario Section (Millions of Tonnes)

2002/2003

Grain Iron Ore Coal Other Bulk General

2003/2004 2004/2005

CoalCoal traffic grew by almost 200% to 640,000tonnes on the MLO section, as industrialdemand more than offset reductions in coalmovements for steel production. On theWelland Canal, the increase was 0.8%, to 4.23million tonnes.

Other BulkMovements of other bulk cargo increased onthe MLO section by 11.6%, to 8.56 milliontonnes, and on the Welland Canal by 13.0%, to11.39 million tonnes. With good vessel availabil-ity, many commodities showed impressivegrowth: limestone 75%, gypsum 40%, fluorspar30%, urea and related commodities more than100%, pulpwood 300% and feed 50%. Coke,stone, salt, cement and scrap metal alsoincreased.

General CargoGeneral cargo (mainly steel) traffic improvedstrongly in 2004, driven by economic growthand the removal of the U.S. import tariff. Onthe MLO section, traffic was up by 65.0%, to 4.2million tonnes, and on the Welland Canal by77.3%, to 2.99 million tonnes.

Outlook With solid economic activity forecast for bothCanada and the U.S. in 2005, Seaway traffic isexpected to grow next year. Congestion at westcoast ports due to increased outsourcing andglobalization also augurs well for Seaway traf-fic. Our initiative to reduce lockage fees for newcargo in the Welland Canal, introduced at thestart of navigation in 2005, is expected to bringin additional tonnage for the year.

Grain movements are expected to grow slightlyover the low levels of 2004, as better harvests willincrease traffic in the fall. In the long term, com-petition among export routes may limit Canadiangrain exports through the eastern corridor.

Despite the high Canadian dollar, iron ore ship-ments are forecast to increase on both sectionsof the Seaway to make up for the impact of the2004 strikes on inventories. However, ongoinglabour disputes in the industry will likely con-tinue to affect both iron ore shipments and steelproduction in 2005. Reduced demand for coaldue to environmental concerns, lower coke pro-duction in the steel industry and the closing ofthe Lakeview coal-fired electrical generatingstation in April 2005 will decrease coal traffic onthe Seaway.

SERVICE MEASURES

Overall, 89% of vessel transits in 2004 wereaccomplished within the standards plus twohours, compared to 91% in the previous year.

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The main reason for a slightly slower averagetransit time in 2004 was the safety precaution ofimposing slower speeds in certain areas of theSeaway for vessels operating at the deeper draftof 26’6”, and the extra time those vessels tookto enter and leave the locks.

In the Montreal - Lake Ontario (MLO) section,total ship delays under the control of the Cor-poration were reduced by 36% (942 hours),while in the Welland Canal they increased by7% (834 hours), due to increased traffic. How-ever, the average delay per transit in the MLOsection was only 21 minutes, while the WellandCanal came in at 16 minutes, both well underthe target of “less than 30 minutes.”

There were 23 commercial vessel incidentsduring the season, representing an average of3.5 incidents per 1000 transits. While morethan in 2003, this figure is an improvementover the 2001 and 2002 statistics and meets theservice level objective of less than 5 incidentsper 1000 transits. Vessel groundings representthe most common incident and these weremainly the result of human error or steeringgear problems.

Maintenance dredging inthe Seaway channel underthe Champlain Bridge(summer 2004)

System Uptime, the index that measures short-term physical reliability, was 99.71%, comparedto a target of 99.75%. System Availability, theindex that measures all causes of delays underSeaway control, was 99.56% for 2004, betteringthe target of 99.0%.

The SLSMC is committed to continually improv-ing the reliability of its infrastructure. To this endthe corporation has had, for a number of years, aReliability Index that measures the long-termhealth of the system. The Reliability Index for2004 remained unchanged from 2003 at 3.11.This index is based on a consideration of thecondition of each structure and its importance.

Following a corporation-wide review of risk, itwas determined that a more sensitive ReliabilityIndex was required and a new one, based onboth condition and risk, was developed and imple-mented in parallel. This new index would havestood at 10,403 in 1999; it had dropped to 6590 by2003 and it improved further in 2004 to 5870.

ISO 9001: 2000 Certification ContinuesISO 9001: 2000 certification from Lloyd’s Regis-ter is a widely recognized mark of quality serv-

9

ice, and Seaway services have reached this highstandard on a number of fronts. In 2004, weachieved a major milestone when we obtainedISO 9001: 2000 certification for Structures Oper-ations, which include locks and bridges. As aresult, all three main operations processes:structures operation, vessel traffic control andship inspection are now ISO certified and areaudited on a regular basis to ensure continuedconformity to our high quality standards.

DRAFT INCREASE IMPLEMENTATION

In 2004 we achieved a major milestone byincreasing the operating draft for the Seawaysystem by three inches. This was made possiblein part by the previous introduction of ourautomatic vessel identification system (AIS)and by the definition of the relationshipbetween speed and “under-keel clearance”.Every inch of draft adds 100 tonnes of cargo towhat a ship can carry through our waterway,and last year we attracted more ocean vesselsas a result. The increase in draft from 8.0 m(26’3”) to 8.08 m (26’6”) applied to all inlandvessels and to ocean vessels equipped withbow thrusters.

During the season, there were 406 vessel tran-sits at drafts greater than 8.0 m in the WellandCanal and 414 in the MLO section. On theWelland Canal, almost 16% of inland vesseltransits and 13% of ocean vessel transits were atdrafts greater than 8.0 m, while in the MLO thefigures were 25% and 13% respectively.

To ensure that adequate water depth continuesto be available for ships in the long term, a proj-ect has been started to dredge material from thechannel between Locks 1 and 2 on the SouthShore Canal. The Seaway’s EnvironmentalImpact Screening Report was accepted by theFederal Department of Fisheries and Oceans inApril 2004 and the first phase of the three-yearproject was completed in the fall of 2004. Thetwo additional phases are presently scheduledfor 2005 and 2006 to remove further sediments

Unloading of equipment manufacturedin Spain and Italy and destined for a

Syncrude UE-1 oil sands project nearFt. McMurray, Alberta, Canada.

Photo courstesy Duluth Seaway Port Authority

accumulated in the canal. The total value of theproject is estimated at over $5 million.

OPERATIONS CENTRE

We are continuing to implement new functionsin the state-of-the-art Operations Centre whichopened in 2003, at the Welland Canal.

The remote operation of bridge 11 startedduring the 2004 navigation season after success-ful technical testing. The preparatory work toremotely operate bridges 4 and 21 began in thelatter part of the navigation season and contin-ued during the winter. The control of thesebridges will be transferred to the OperationsCentre during the 2005 navigation season. Allfour vertical lift bridges on the Welland Canalwill then be operated from the Centre, thusimproving the safety and efficiency of theCanal.

AIS (AUTOMATICIDENTIFICATION SYSTEM)The 2004 navigation season marked our secondcomplete year of operating AIS fully integratedwith the Traffic Management System. Theoperation of the system was very stablethroughout the year, both from shore andaboard ships. The number of ship transponderproblems was reduced substantially, to nearlyzero, during the year.

A vessel speed monitoring program utilizingAIS was introduced in 2004. The programallows both for better speed monitoring in envi-ronmentally sensitive areas of the river and forspeed surveillance of vessels operating at draftgreater than 26’ 3”.

10

During the season a working group comprisedof industry, pilots, and Seaway representativeswas formed to investigate further methods ofusing AIS to increase the efficiency of the water-way. Under review are options such as lesseningreliance on VHF communications with vessels,developing lock scheduling modules and reduc-ing the number of navigation aids.

INNOVATION TO IMPROVE SERVICE

One of the Corporation’s strategic objectives isto “innovate to improve service.” To reach thisobjective, we will seek opportunities to enhancesafety, reliability and efficiency through newuses of technology, or by changing methods orprocedures.

To encourage innovation among Seawayemployees and to help generate and gatherideas from all levels of the organization forimproving procedures and services, SLSMC hasestablished an Innovation Support Group. Sofar, more than 140 ideas have been received anda budget has been allotted in each region to testand implement quick innovations.

One strategic initiative is testing the applicationof new technology aimed at securing vessels inthe locks. Two such projects were underwaylast year.

Two “Quick-Release Hook” units for securingvessels, complete with a remote-controlledwinch, have been installed at BeauharnoisLock for testing and development purposes, inorder to increase efficiency and safety duringlockage. We are also planning to implementvessel self-spotting technology. The Trans-portation Development Centre (TDC) is sup-porting the project with funding and we areworking with Innovation Maritime to reviewand test various technologies that could beused to help vessels position themselves inthe locks. After a review of possibilities, laserscanning technology was selected as the mostpromising option for site testing, which willtake place in 2005.

INTERNATIONAL SHIP & PORTFACILITY SECURITY (ISPS)2004 saw the introduction of increased ship andport security worldwide, and the Seawayreceived the required ISPS Certificates of Com-pliance as of the effective date, by meetingTransport Canada’s Marine TransportationSecurity Regulations (MTSR), which came intoeffect July 1, 2004. This was achieved throughthe preparation and implementation of a com-prehensive Marine Facilities Security Plan.

Physical upgrades, including improvements infencing, signage, cameras and access controlshave improved security at our locks and otherfacilities. Audits and exercises to test the compo-nents of the security plan are being conductedregularly.

Ongoing security training programs have beenconducted in both regions. Security communi-cation strategies include new sections on bothour public Internet and employee Intranet sites.

Security requirements also affect our customers.Vessels must now provide 96 hours noticebefore entering Seaway waters. All foreignships entering the Seaway are now boarded atMontreal for initial security verification byinspectors from SLSMC, Transport CanadaMarine Security and the U.S. Coast Guard.

Marine Security Contribution ProgramSLSMC submitted an application for fundingunder Transport Canada’s Marine SecurityContribution Program before the Round 1December 31, 2004 deadline. The Corporation’sapplication has been approved for reimburse-ment of up to 75% of our expenses.

ASSET RENEWAL

The Corporation completed a total of $33 mil-lion in work on its Asset Renewal Plan duringthe year. An additional $4.2 million was spenton upgrading the hydroelectric powerhouse inthe Niagara Region. A total of $22.3 million wasspent in Niagara, $9.6 million in Maisonneuve

11

and $1.6 million on corporate projects. As usualduring the winter, all critical components of the225 km Seaway canal system were inspectedand made ready for the upcoming navigationseason. All work was completed in time for theopening of the system in March.

A number of corporately administered projectswere completed both in the Regions and inHead Office. These include installation of auto-mated booths for the collection of pleasure crafttolls at a cost of $0.15 million and the firstphase of a project to upgrade the regionaltelecommunications backbone at a total cost of$0.9 million.

MaisonneuveA major project to repair and reset the quoinblocks of lock gates was undertaken at Lock 1at a cost of $1.6 million. The first year of amulti-year dredging project was completed at acost of $0.85 million, and a multi-year project torepaint Bridge 10 was finished at a value of$0.85 million.

Almost 50 projects were carried out in theRegion in 2004/05. Work included improve-ments to electrical controls, distribution andcommunication systems and various projectsrelated to the repair and upgrade of thebridges, lock structures, canal banks andassociated structures.

Included in the $9.6 million spent on assetrenewal in the Maisonneuve Region was $1.1million for regular maintenance work carriedout mainly by the Seaway’s own forces.

NiagaraThe project for conversion of mechanical drivesto hydraulic drives continued at a cost of $6 mil-lion. Work continued on the automation andconversion to remote control of “free-standing”bridges, with Bridge 4 being automated andBridge 21 set up for remote control. The cost ofthese two projects was $1.1 million. Continuingits program to rehabilitate the concrete in thelocks, the Corporation spent $3.5 million on con-crete repair and refacing in the Flight Locks.

More than 60 projects were completed through-out the year. These included structural repairand painting of Bridge 4, painting and quoinblock rehabilitation of gates at Lock 8, dredgingbelow Lock 1, various electrical communicationand control upgrades and a variety of workrelated to the repair or upgrade of the bridges,locks, canal banks and associated structures.

Included in the $22.3 million spent on assetrenewal in the Niagara Region was $2 millionfor regular maintenance work carried out main-ly by the Seaway’s own forces.

Hydraulic Conversion Project The first complete Seaway lock was convertedto hydraulic operation in 2004, bringing to asuccessful completion the two-year pilot proj-ect, with the whole of Lock 7 and part of Lock 6now under hydraulic operation. Based on the

Contractor refacing lock wall during2005 winter works

New Hydraulic Cylinder atLock 7, Gate 4

Iqbal S. Biln

problem-free operation of the equipment at Lock6 during the 2004 navigation season and the les-sons learned through the installation, testing andcommissioning of the Lock 7 conversion, weplan to proceed with the remaining locks overthe next four years. Because of the dramaticincrease in steel prices in 2004, a supplementalcost/benefit analysis was completed, which con-firmed the viability of the project.

The 6-year program to convert all locks in theWelland Canal to hydraulic operation is estimat-ed to cost about $60 million. All lock mitre gates,lock valves and ship arrestors will be converted.

GROWING THETOP LINEThe Corporation’s current strategic plan has astrong focus on market development, which weare pursuing through a number of avenues. Weare working more closely than ever with Sea-way stakeholders to strengthen our commonmessage and attract new cargoes to the GreatLakes/St. Lawrence Seaway System.

The Canadian and U.S. Seaway Corporationsare pooling resources and co-operating inefforts to better utilize available resources, andwe are making progress with our stakeholderumbrella marketing organization in using theHWY H20 brand as a launch platform.

MARKET DEVELOPMENTINITIATIVES

Short Sea Shipping and ContainersMuch of our market development effort overthe past year has been invested in promotingthe need to market the system as a whole bybundling marketing and promotion resourcesavailable among the various stakeholders.Specific emphasis was given to short sea ship-ping, the movement of cargo by water for rela-tively short distances. We are encouraged bythe successful example of the European Union,which has supported short sea shipping as anenvironmentally friendly and efficient localtransport option since 1992.

We have been actively involved in discussionswith shippers, carriers and ports in an effort tobring short sea shipping to the Seaway. Besidesthe obvious benefits to the marine industry,short sea shipping as an alternative to roadhaulage benefits society at large by reducinghighway congestion, road repair expenses andthe need for additional highways. These bene-fits have led both Transport Canada and theU.S. Maritime Administration to promote shortsea shipping, and recently both institutionsheld well-attended conferences on the subject.

Lower Lockage Fees on Welland Canal During the past winter, SLSMC negotiated acollaborative initiative with Transport Canadato attract new and lost cargoes and promoteshort sea shipping.

Canfornav's Puffin off Port of Thunder BayPhoto courtesy Canfornav

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As of March 23, 2005, lockage fees werereduced on the Welland Canal for ships carry-ing “new cargo”. The new tariff is based on theGross Registered Tonnage of a vessel ratherthan a fixed fee. All qualifying ships benefit andso far we have seen good results from newcargo transiting the Canal.

The reduced lockage fees apply to all “newcargo”, which is defined as either containerizedcargo, or cargo which has not moved throughthe Welland Canal in an average annualamount greater than 10,000 metric tonnesbetween 2001 and 2003. Any cargo that quali-fies as new cargo will remain qualified for thereduction through the 2007 shipping season.

Pleasure Craft Ticketing MachinesSLSMC has introduced a new automated pay-ment method to streamline the locking processfor pleasure craft. Ticket machines have beeninstalled at each end of the Welland Canal andsimilar equipment will be installed at both endsof each lock in the Montreal-Lake Ontario sec-tion during the summer of 2005. The paymentmachines dispense one or more tickets and areoperated by credit card only. Use of thesemachines will be mandatory beginning in the2006 navigation season, when cash paymentswill no longer be accepted.

Diversifying into Related Services In keeping with the SLSMC Vision statement,we are planning to grow our business by diver-sifying into related marine services and byleveraging other business opportunities. In thiscontext, the Corporation has undertaken an ini-tial land use study to evaluate how certain Sea-way lands could be applied as a resource to aidthe growth of our core business.

In addition, action has already been taken toincrease the benefits derived from the Seaway’sgenerating station, located near Lock 4 on theWelland Canal, and to generate further electrici-ty from the Canal weirs. The powerhouse sup-plies electricity for the operation of Canal struc-

tures, locks, bridges, communication equipmentand lighting, as well as bringing in revenue fromthe sale of excess power. In January 2005, theCorporation received its electricity generationlicense from the Ontario Energy Board and isnow an independent power generator.

The powerhouse generators have been com-pletely rehabilitated, and will be operated byremote control from the Operations Centre. Thetraining of SLSMC personnel is underway andresulting savings will start in the autumn of2005.

We have an agreement with Ontario PowerGeneration (OPG) to utilize their excess waterwhen the Niagara River flows allow. This willoptimize the amount of power we can generateover the next four years, potentially resulting inadditional revenue of some $500,000, withoutany additional capital investment. We are cur-rently finalizing the required approvals fromvarious agencies involved, including the Inter-national Niagara Commission (INC) and For-eign Affairs.

PROMOTIONAL INITIATIVES

Posidonia 2004A 21-member delegation of trade and maritimerepresentatives from the Great Lakes/St.Lawrence Seaway system traveled to Athensand Piraeus, Greece, in early June 2004, to par-ticipate in Posidonia 2004, a biennial maritimetrade show. The delegation met with represen-tatives from three shipowner/operator compa-nies, made a presentation at an event hosted bythe American-Hellenic Chamber of Commerceand attended a function hosted by the U.S.Commercial Service. The delegation also co-hosted a dinner and reception with the Saint

Old Powerhouse Control desk at WellandCanal Lock 4 soon to be replaced withstate-of-the-art equipment.

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Lawrence Seaway Development Corporation(SLSDC) that was attended by the CanadianAmbassador to Greece, the chief of U.S. Com-mercial services and 85 maritime officials fromaround the world.

More than 1,650 companies from 74 countriesexhibited maritime products to approximately20,000 visitors. As a key exhibitor in the U.S.pavilion, the mission delegation sponsored andstaffed an exhibition booth with extensive Sea-way handout materials and graphic displays.Meetings held during the trade show have ledto new business development.

HWY H2O CampaignDuring the past year,SLSMC promoted theGreat Lakes/St.Lawrence SeawaySystem, with our firstmajor initiative beingthe HWY H20 cam-paign. Concurrent withlast year’s Seaway open-ing, we launched thisbillboard, newspaper and radio ad campaign inthe Windsor-Toronto corridor to increaseawareness of the benefits of marine trans-portation and the Seaway system.The campaign was well receivedand the success of this initial effortled to Phase 2 of the project: toestablish HWY H2O as the official“brand” for the Great Lakes/St.Lawrence Seaway System. Weapproached Canadian and U.S. portsto partner with us in promoting thebrand to reap the benefits of wide-spread visibility. To date, 18 ports havejoined the two Seaway entities and theHWY H2O brand is becoming widelyknown. Ports are making use of the logoin various ways such as displaying it on

their promotional and marketing materials,Web sites, advertising and billboards.

A Year to CelebrateIn 2004, we celebrated two anniversaries: 50years since the beginning of Seaway construc-tion in 1954, and 175 years since the opening ofthe first Welland Canal in 1829.

The anniversaries made an excellent platformfor promotional events, and our own effortswere aided by those of other organizations.Three hour-long documentaries on the Seawayand Welland Canal were produced by the CBCand by the U.S. History Channel, and aired anumber of times during the year; and the 2004International Waterways Conference was heldin St. Catharines to mark the Canal anniversary.

SLSMC featured a new 50th Anniversary logoon our promotional materials, and took theopportunity to go out into ports and communi-ties along the Seaway to get out the messageabout the benefits of marine transportation.Many employees participated in local parades,exhibits and open houses, establishing a wide-spread corporate presence. Anniversarymementoes were produced for staff and cus-tomers and passed out as promotional items.

Collage by Canadian SailingsPhoto: Thies Bogner, MPA

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www.greatlakes-seaway.comConsistently ranked first by Google in searchestargeting the Seaway and Great Lakes,www.greatlakes-seaway.com continues to assertitself as the authoritative source of informationon Seaway and Great Lakes matters. Deliveringover 1.8 million pages of information in 2004,our Web site conveyed the Seaway’s message totens of thousands of visitors spanning theglobe.

Today, users visit our site to obtain updates onSeaway Advisories and news, download forms,check the position of their vessels, and obtaininformation for a wide variety of research proj-ects. Users range from commercial agents andcarriers, to students pursuing studies in geogra-phy, history and economics.

GREENINGOUR BUSINESSMarine transportation has significant environ-mental benefits and we plan to promote thesein the broader context of developing a sus-tainable transportation system. During 2004,we determined the strategy to do this whileimplementing a pro-active approach to deal-ing with potential environmental threats.

We are firmly committed to greening the Sea-way and lead by example in the way we dealwith internal environmental management. Pro-tecting the environment is a high priority whenplanning our projects, and the Board receivesregular reports on the Corporation’s progressin managing environmental issues.

ENVIRONMENTAL STEWARDSHIP

Implementing a pro-active approach to environ-mental stewardship, the Corporation is devotingsubstantial effort and funds to identifying andcleaning up any contaminated site it inheritedwhen it was created. The work is ongoing andsome of the sites have already been brought upto regulatory standards.

In 2004, SLSMC invested nearly $100,000 toseek out and evaluate additional problem areas.Environmental clean-up is a complex andlengthy process, involving a large number ofregulatory bodies, repeated testing and analy-sis, and careful planning. We have awarded acontract to carry out phase I and phase II envi-ronmental assessments of a series of sites. Dur-ing phase I, our consultants study the history ofuse of each site, and examine records and siteinspection data to identify the location and typeof possible contamination. Phase II consists ofsampling soils and underground water over aperiod of time, based on phase I results, to con-firm whether or not contamination exists, andto define its nature and extent.

MANAGEMENT OF PETROLEUMPRODUCT STORAGE TANKS

To date, the Corporation has invested over$500,000 to modernize its petroleum productstorage tanks to current standards, notably theEnvironmental Code of Practice for Above-ground and Underground Storage Tank Sys-tems Containing Petroleum and Allied Petrole-um Products, endorsed by the Canadian Coun-cil of Ministers of the Environment (CCME).This upgrade program aims to reduce the riskof leaks, which are the primary cause of soiland underground water contamination inCanada.

DRINKING WATER MANAGEMENT

The Corporation is accountable for responsiblemanagement of drinking water supply systemsat its locks. While we supply bottled water forhuman consumption, the Canada Labour Coderequires that we also supply employees withpotable water for meal preparation, dishwash-ing and personal hygiene. In carrying out this

Wagenborg vessel atIroquois Lock

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responsibility, we are meeting Health Canada’sstrictest requirements, as well as those estab-lished by Ontario and Quebec.

In 2004, the Corporation replaced the potablewater treatment system at the Iroquois Lock.The new system includes chlorination andultraviolet disinfection. The well water supply-ing the maintenance centre at Iroquois was alsoequipped with an ultraviolet lamp disinfectionsystem. The new systems meet the standards ofthe Ontario Drinking Water Regulations.

We also significantly increased the frequency atwhich we inspect the systems and analyze themicrobiological, chemical and physical parame-ters of the water we supply to our facilities.

GROWINGOUR PEOPLE

HEALTH AND SAFETY ISSUESINITIATIVES

Wellness programOur new Health and Safety policy has beenreviewed with all employees and committeeswere set up across the organization to launchour Wellness Program. Progress began on thewellness initiative at the grass roots level of theCorporation, which is essential to the pro-gram’s success and to employee ownership.Regional Wellness Committees report theiraction plans to the Corporate Wellness Com-mittee, which makes recommendations for cor-porate action.

Last year, we carried out a wellness survey,

which showed us the priority that employeesplaced on various wellness needs. Access togym and physical activities, help with stressmanagement, help with balancing work andpersonal life, personal growth and develop-ment opportunities were at the top of the list.The general consensus in the wellness field isthat such activities lead to improved healthand reduced medical and other related costs.With the average age of Seaway employees at49, the payback could be considerable. TheCorporation will implement a program basedon these recommendations in 2005.

Lost Time Injury Statistics The SLSMC’s Annual Health and SafetyReports were submitted to Human ResourcesDevelopment Canada as required. Overall, wehave continued our successful results in manag-ing safety. Our lost time injury statisticsincreased slightly with a frequency rate of 1.58per 100 person years for 2004-2005 as comparedto 1.15 per 100 person years for 2003 and aseverity rate of 16.24 per 100 person years in2004-2005. The Maisonneuve Region had 6 lost-time accidents, resulting in 53 days lost, whilethe Niagara Region had 2, for a total of 5 dayslost and Head Office did not report any.

Prevention of Drug and Alcohol Use in the WorkplaceOur policy on early detection, prevention andtesting for drugs or alcohol in safety-sensitivework, established with Union agreement in2003, continued to be enforced across the Cor-poration and is becoming part of the Corpora-tion’s safety culture. Likewise, all new hires insafety-sensitive positions were screened fordrug use prior to confirmation of their employ-ment. We are currently working out ways toimprove the protocol for carrying out tests afterregular working hours, as this service is not

(From left to right) Rick Sinnige, Benoit Nolet, Jim Wheeler andCraig Freeman participated in the Bike toWork Week, as part of the North AmericanOccupational Health and Safety Week heldMay 2 to 6, 2005 in Niagara.

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readily offered or available in the communitiesthat house Seaway facilities.

Working Alone and ErgonomicsWe are being pro-active with respect to pendingregulations for working alone and ergonomics,with the preparation of draft policies andactions to improve workplace ergonomics,including training, underway across the organi-zation.

HUMAN RESOURCES

Jobs of the FutureThe Jobs of the Future project supports theSLSMC strategy of “Setting the Stage for Peopleto Succeed.”

The Seaway is experiencing a period of changeand transition, both in terms of employees andthe nature of our work. Our average employeeis 49 years old, and more than half of ouremployees will be able to retire in the next eightyears. In addition to a new Vision we are imple-menting some key technological initiatives thatare changing the core processes of Operationsand Maintenance, such as our new OperationsCentre in Niagara, the vessel securing process,AIS and Hydraulics.

The Jobs of the Future project identifies majorchanges and trends in our work, and the result-ing impacts on our core process jobs. The ulti-mate goal is to define the jobs of the future atthe Seaway, and to ensure we have people inthe organization with the right skills to effec-tively function in these positions.

The three phases of the project are: to establisha transition blueprint for work change direc-tion, to assess key implications for jobs and cre-ate new profiles and, finally, to develop aMigration Plan.

Potential scenarios for change are based on a

set of key assumptions centered on trafficdemand, the degree of remote operation andthe level of manual intervention in the core ves-sel securing process. The study showed howoperations would be organized under each sce-nario, and completed a preliminary analysis ofefficiency, idle time and impact on core skillsets for major jobs.

Work continues on the 2004–08 timeframe, andthe longer-term horizon (5–10 yrs.) will befirmed up over the next two or three years as aresult of research and thorough study of thetechnological changes that could actually beimplemented.

Employee Opinion SurveyThe Employee Opinion survey was carried outin May 2004. The response rate was approxi-mately 70%, a successful rate of return by HayManagement standards and one which allowedfor reliable data and analysis. The last full sur-vey of employees was carried out in 1996, whilea mini-survey was conducted in 1998. Hay Man-agement Group has analyzed the informationprovided by our employees and identified theCorporation’s strengths and areas requiringimprovement. The results have been communi-cated to employees and discussions are ongoing.

The results of the current survey indicate thatour relative strengths include strategic clarity,team leadership, working conditions/safetyand overall commitment. The key areas requir-ing improvement are company leadership andperformance management. Action plans arecurrently underway to address these issues.

Pension PlanThe SLSMC Pension Plan is now valued atabout $120 million, making it larger than 62%of plans in the Canadian Pension Fund Directo-ry and twice the size of the median plan.

As a result of our mandatory valuation in 2004,SLSMC will make ongoing lump sum paymentsto the plan over the next years, during whichtime contributions will continue to be in excess

Yuna Milli, Administrative Assistantof Marine Services, at SLSMC'sSaint-Lambert Office.Thies Bogner MPA, F/PPO

it agreed to with the CHRC as a result of a fol-low-up audit in May 2002.

SLSMC continues making progress in carryingout our three-year Employment Equity ActionPlan (April 2003 – March 2006), particularly asit relates to activities affecting workplace barri-ers. In the last year, we were also successful indeveloping new policies on Accommodation inthe Workplace and Employment Equity andDiversity, as required by the ComplianceReview Officer of the Canadian Human RightsCommission. These policies were developed inconsultation with the Union and are beingcommunicated to all employees.

of disbursements. The plan is growing at a rateof over 10% per year as a result of regular con-tributions (both employer and employee), thespecial lump sum payments to fund the solven-cy deficit and investment earnings.

As a result, changes were made to the invest-ment strategy to increase equity holdings as apercentage of the fund and to engage a special-ist manager for the international equity portionof the fund.

In June 2004, the Corporation met with its Pen-sion Advisory Committee as required by thePension Benefit Standards Act to review theplan’s status, valuation and obligations. Short-ly after the meeting, the Committee circulated acommuniqué to all SLSMC employees and pen-sioners with this information.

Employment Equity ComplianceIn November 2004, the Canadian HumanRights Commission (CHRC) found the Seawayin compliance with all twelve (12) of the statu-tory requirements under the Employment EquityAct. This achievement confirms that the organi-zation implemented the required undertakings

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Glen Rutherford spotting a downboundvessel ready to enter Lake Ontario inLock 1 at the Welland Canal.

GOVERNANCE

SLSMC Board of Directors,left to right:Front row:R. Corfe, D. Smith, P. CathcartBack row: R. Swenor, G. Véronneau, W. Keays, R. Gaudreau, N. FoxAbsent: G. Robichon

Members of:1. Governance Committee2. Human Resources

Committee3. Audit Committee4. Asset Renewal

Committee * Committee Chair

Photo Thies Bogner, MPA

The St. Lawrence Seaway ManagementCorporation is governed by a nine-member board that is responsible for

ensuring the long-term viability of the Corpora-tion and of the Seaway as an integral part ofCanada’s transportation infrastructure. TheBoard oversees many aspects of the SLSMC’smandate, including strategic planning, riskmanagement, succession planning, communica-tions policy and the integrity of the Corpora-tion’s internal control. It also reviews SLSMC’sfinancial results and future direction and setslimits on management authority, accountabilityand unforeseen expenditures.

Board committees focus on governance, humanresources, audit and asset renewal.

Members of the Corporation (as of March 31, 2005)

Board of Directors

J. Douglas Smith 1, 2

ChairDomestic Carrier Members’ Representative

Peter G. Cathcart 2Ontario Provincial Government Representative

Richard J. Corfe President & Chief Executive OfficerThe St. Lawrence Seaway ManagementCorporation

W. Nick Fox 4*

Grain Members’ RepresentativeVice-President, Terminals & Eastern OperationsJames Richardson International Limited

Richard Gaudreau 1, 3

Federal Government RepresentativeLanglois Kronström Desjardins, L.L.P.

William Keays 3*

Québec Provincial Government RepresentativeDirector, Business DevelopmentGenivar

Georges H. Robichon 1*

International Carrier Members’ RepresentativeSenior Vice-President and General CounselFednav Limited

Robert J. Swenor 2*

Steel and Iron Ore Members’ Representative

Guy C. Véronneau 3, 4

Other Members’ Representative

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Officers

Richard CorfePresident and Chief ExecutiveOfficer

Michel DroletVice-President, Niagara Region

Adina JusterVice-President, Maisonneuve Region

Carol LemelinVice-President, Finance and Administration

Yvette HoffmanCounsel and Secretary

Industry Members2004/2005

Domestic Carriers

Algoma Central CorporationSt. Catharines, Ontario

Canada Steamship Lines Inc.Montréal, Québec

Groupe Desgagnés Inc.Québec, Québec

Lower Lakes Towing Ltd.Port Dover, Ontario

McKeil Marine Ltd.Hamilton, Ontario

St. Marys Cement Co.Toronto, Ontario

Upper Lakes Group Inc.Toronto, Ontario

Grain

ADM Agri-Industries Ltd.Windsor, Ontario

Agricore UnitedWinnipeg, Manitoba

Alfred C. Toepfer (Canada) Ltd.Winnipeg, Manitoba

Bunge Canada Ltd.Québec, Québec

Cargill LimitedWinnipeg, Manitoba

James Richardson Int’l LtdWinnipeg, Manitoba

Louis Dreyfus Canada LtdCalgary, Alberta

Saskatchewan Wheat PoolRegina, Saskatchewan

The Canadian Wheat BoardWinnipeg, Manitoba

International Carriers

Canfornav LimitedMontréal, Québec

Christensen Shipping CorporationMontréal, Québec

Colley Motorships LimitedMontréal, Québec

Fednav International Ltd.Montréal, Québec

Inchcape Shipping ServicesMontréal, Québec

Montreal Marine Services Inc.Longueuil, Québec

Montship Inc.Montréal, Québec

Navitrans Shipping AgenciesMontréal, Québec

Robert Reford, A Division ofMRRM (Canada) Inc.Montréal, Québec

Robin Maritime Inc.Montréal, Québec

Other Members

AGP Grain Ltd.Minneapolis, Minnesota

Essroc Canada Inc.Mississauga, Ontario

General Chemical Canada Ltd.Mississauga, Ontario

IMC Canada Ltd.Regina, Saskatchewan

Keystone Canada Inc. Montréal, Québec

Lafarge Canada Inc.Hamilton, Ontario

OmniSource CorporationBurlington, Ontario

Ontario Power GenerationToronto, Ontario

Petro-CanadaOakville, Ontario

Redpath SugarsToronto, Ontario

The Canadian Salt Company Ltd.Pointe-Claire, Québec

Steel and Iron Ore

DofascoHamilton, Ontario

Iron Ore Company of CanadaMontréal, Québec

Québec Cartier MinesMontréal, Québec

Stelco Inc.Hamilton, Ontario