CCCE_13-200_AR_2013_E_WEB-low-res

Canada
Pacific
Century
annual report 2013
in the

The Canadian Council of
Chief Executives brings CEOs
together to shape public policy
in the interests of a stronger
Canada and a better world.
Source:RichardsonInternationalLimited
Source:NordionInc.

Contents
2 Message from
the Chair 4 Message from the
President and CEO 6 Year in
Review
12 Canada in the
Pacific Century 16 Closing
the gap 22 Events and
Publications
24 Board of
Directors
26 Membership
29 Council
Staff
CCCE members
collectively lead
companies with:
• $4.5 trillion
in assets
• $850 billion
in revenues
• 1.4 million
employees
• $3 billion invested
annually in RD
1
CANADIANCOUNCILOFCHIEFEXECUTIVES

More than five years after the 2008 financial crisis, the
aftershocks are still reverberating around the global economy.
The crisis and the recession that followed provoked many
changes to the ways businesses around the world operate,
and to the regulations that frame the world’s financial systems.
In some countries, the fallout exposed underlying structural
and institutional weaknesses that had previously been masked
by economic good times.
Here in Canada, the impact of the crisis was less pronounced. In part, that is a testament
to the resilience of our economic system, marked by common sense regulation and govern-
ment policy. It also speaks to the responsible risk management practices embraced by
many of Canada’s leading enterprises.
In business, as in government, short-term thinking is dangerous. Companies that take
a long-term, strategic view—managing their resources wisely and behaving always with
integrity—are capable of creating sustainable value and inspiring loyalty in their customers.
Long-term thinking is also what guides the activities of the Canadian Council of Chief
Executives (CCCE). As business leaders, we are deeply invested in Canada’s future.
Although our work spans a range of issues, fundamentally we champion sound public
policies that promote long-term, sustainable economic growth and reinforce Canada’s ability
to succeed in the global economy. Such policies create a positive business environment in
which companies can expand, create well-paying jobs and invest in their communities.
Message
from the
Chair
2
ANNUALREPORT2013

Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch
Canada in the Pacific Century, a multi-year initiative aimed at ensuring our country’s
continued prosperity in an era in which economic power is shifting toward Asia. Elsewhere
in this annual report, you will find a more detailed account of this initiative, a review of what
we have learned so far and a summary of some of the key priorities on our policy agenda.
As our work on Pacific Century progressed, one theme kept recurring: the challenge of
ensuring that Canada’s labour force is prepared for a future of ever-increasing competi-
tion, rapidly advancing technologies and demographic change.
As the global economy evolves, developing countries are making unprecedented
investments in education and training and graduating increasing numbers of highly
skilled workers. Canada has long been home to one of the world’s best-trained work-
forces, but our human capital advantage is shrinking. To preserve our quality of life,
attract investment and create high-value employment, Canada must make a concerted
effort to develop the skills, knowledge and talents of its people.
At the CCCE, we are determined to do our part to address Canada’s long-term skills
challenge. This year, we are launching a new multi-year initiative called Taking Action
for Canada: Skills and Jobs for the 21st
Century. Our goal is to bring together business,
government and educators to develop solutions, share ideas and best practices, and engage
the next generation of Canadian workers.
In the process, we intend to take a close look at whether Canada’s education system
is producing graduates with the right mix of skills to succeed in a changing labour
market. We will explore what companies and educational institutions—universities,
colleges and polytechnics—can do to improve the transition from school to work. And
we will examine what businesses themselves can do to ensure a motivated, engaged and
productive workforce. (See page 16 for examples of best practices in workplace training
and leadership mentoring.)
As major employers, we recognize the value of investing in our people. Their knowledge,
experience and drive make it possible for our companies to grow and prosper, and through
that success to contribute to the broader community.
Our country’s labour force challenges are deeply rooted and complex; there are many
inter-connected issues, involving multiple stakeholders. In partnership with others across
the public, private and non-profit sectors, CCCE members are committed to defining a
responsible, long-term vision that will strengthen Canada’s human capital advantage.
Paul Desmarais, Jr.
Chair
At the CCCE, we are committed to doing our part to address
Canada’s long-term skills challenge.
3

There is an old saying that generals are always preparing to
fight the last war—but why just pick on them? Economists,
politicians and many of the rest of us have a similar habit of
focusing on the problems of the past, to the point where we
may find ourselves unprepared for the challenges of tomorrow.
We should keep that in mind when pondering the state of the Canadian labour market.
In early 2008, 5.9 per cent of our country’s labour force was out of work, a 30-year
low. The recession drove the unemployment rate up to a cyclical peak of 8.7 per cent
in September 2009. It has been drifting down ever since, but remains well above
pre-recession levels.
The job market is even grimmer for young Canadians. For several years now,
unemployment among 15- to 24-year-olds has been close to 14 per cent—double the
national rate. Pundits warn of a “lost generation” of Canadians who, missing the oppor-
tunity of a good start in the workforce, may never achieve the career stability and living
standards enjoyed by their parents. A recent CBC documentary called them “Generation
Jobless,” adding that the shortage of jobs for young men and women is “a ticking time
bomb” that threatens the overall economy.
No doubt about it: youth unemployment is a significant issue. So, too, is the high level
of underemployment among university and college graduates. But we have seen this
movie before—and it was even more worrisome in previous showings. In the wake of the
1981–82 recession, the jobless rate among 15- to 24-year-olds rose to almost 20 per cent.
Message
from the
President
and CEO
4
ANNUALREPORT2013

The situation improved as the economy recovered, but youth unemployment jumped
again, to above 17 per cent, after the economic downturn in the early 1990s. Juxtaposed
against those previous peaks, today’s situation looks considerably less alarming.
What’s more, demographic trends seem to be on the side of the current generation of
young Canadians. For the past three decades, the share of the national population that
fits the traditional definition of working age (15 to 64) has hovered around 68 per cent.
But as the baby boomers enter their retirement years, the working age population as a
proportion of the overall population is going to shrink.
In 2011, census data showed for the first time that there were more people about to
leave the labour force than there were young people preparing to enter it. Statistics
Canada expects this gap to widen over the coming decades. The agency’s projections
also indicate that, between now and 2021, the number of 15- to 24-year-olds in Canada
will decline in absolute terms, by an estimated 7.1 per cent.
All of this suggests that the unemployment rate among Canadians is likely to fall
significantly over the next decade or two. Sectors that typically employ young people—
such as retail, leisure and hospitality—may well find themselves squeezed for staff.
And employers across the country are going to have to work harder to fill the positions
left vacant by retired baby boomers.
For young people, and their parents, this is encouraging news. But if a lack of
employment opportunities is not likely to pose a significant problem for future job
seekers, what should they—and we—be worrying about?
The real question we need to be asking ourselves is whether the next generation of
Canadian workers will be adequately prepared to succeed in the workforce of the future.
Finding a job is one thing, but finding meaningful, sustainable employment is another
matter altogether. How well is our education system preparing youth for high-quality,
satisfying careers? What skills, abilities, aptitudes and interests will they bring to the
labour market, and how closely will those qualifications match the needs of employers
and the realities of the 21st
century Canadian economy?
As “ticking time bombs” go, the challenge of ensuring that education and training are
linked to employment may not stir the emotions as much as the comparatively straight-
forward issue of youth unemployment. But for employers and young Canadians alike,
it is almost certainly a much more serious problem.
On behalf of the Canadian Council of Chief Executives, thank you for your interest in
our initiatives and policy agenda. Canada’s business leaders look forward to working with
other decision-makers in all regions and all levels of society in our mission of building a
stronger Canada.
The Honourable John P. Manley, P.C., O.C.
President and Chief Executive Officer
5

The Canadian Council of Chief Executives enables public-
spirited business leaders from every region and every major
industry to devote time and energy to addressing key issues
that affect the country as a whole.
Examples of our work over the past year:
Fiscal policy
In a fragile global economic environment, the best way for governments to instill
confidence and promote growth is to manage their finances responsibly. The CCCE
applauds the federal government’s commitment to return to balanced budgets by 2015–16
by streamlining government administration, modernizing human resources management
practices and controlling the growth of direct program spending by federal departments.
Such measures will help to keep interest rates and taxes low over the long term, while
supporting the sustainability of Canada’s social programs and providing the government
with the financial flexibility to respond in the event of another serious global downturn.
Year
in Review
6
ANNUALREPORT2013

The fiscal situation in some Canadian provinces, meanwhile, remains a cause of concern.
Ontario’s government reported a lower-than-projected deficit of $9.8 billion for 2012–13,
but the province’s debt-to-GDP ratio—27 per cent before the recession—is predicted
to exceed 40 per cent within three years. On the surface, Quebec’s fiscal performance
looks better: the province says it is on target to balance its budget in 2013–14, four years
sooner than Ontario. But Quebec’s debt-to-GDP ratio stands at 50 per cent, by far the
highest among the provinces. Saskatchewan, British Columbia and Nova Scotia are
expecting balanced budgets this fiscal year, but Alberta’s targets have slipped a year,
to 2014–15. Across the country, rising healthcare costs continue to consume a large share
of provincial budgets. Greater efficiencies and reforms are needed to ease this burden.
Also worrisome is the decision by some provincial governments—New Brunswick,
Ontario, Saskatchewan and British Columbia—to postpone or reverse planned reductions
in corporate tax rates. Canada’s business leaders recognize the importance of getting
provincial finances under control, and most are prepared to accept modest adjustments
in tax rates provided that any incremental revenues are not used simply to fund higher
spending. Over the longer term, however, the CCCE believes that lower corporate tax rates
and a simplified tax system are powerful tools for promoting investment, economic growth
and job creation.
CCCE members will continue to emphasize that message in meetings with senior
government officials. Among other opportunities, our member CEOs exchanged views
with Finance Minister Jim Flaherty and Bank of Canada Governor Mark Carney at our
2012 Autumn Members’ Meeting, Prime Minister Stephen Harper at our 2013 New
Year Members’ Meeting, and incoming Bank of Canada Governor Stephen Poloz at
our 2013 Spring Members’ Meeting.
Debt as a share of GDP (%) 2012–2013
Source: TD Economics
0
10
20
30
40
50
60
Fed BC AB SK MB ON QC NB NS PEI NL
7

Energy and the Environment
Taking maximum advantage of Canada’s abundant and diverse energy resources is an
important driver of economic growth and a leading source of innovation that can enhance
Canada’s position in the global economy. The CCCE continues to support the Premiers
and Territorial Leaders in their efforts to define a Canadian energy strategy that benefits
all regions of the country.
The CCCE welcomed the federal government’s changes to foreign investment rules
in December 2012, saying that the “decision to approve the acquisitions of Nexen Inc.
and Progress Energy Resources Corp. sends a positive signal to investors in Canada
and around the world.” Shortly after the decision, we co-sponsored a special half-day
symposium in Calgary to discuss Canada’s policies toward foreign direct investment and
the role of state-owned enterprises in Canadian resource industries.
We also continue to work with business leaders in the United States and Mexico
to discuss the goal of North American energy self-sufficiency and how to ensure that
increased energy production provides a sustained competitive advantage.
Expansion and strengthening of energy infrastructure are crucial to improve energy
security, support exports of Canadian energy and ensure that Canadian producers receive
the best price for their product. The CCCE will seek to ensure a balanced approach
to new pipelines, electricity transmission lines and other infrastructure that can provide
Canadians, and our trade partners, with access to reliable and affordable energy.
Realizing Canada’s energy advantage also means ensuring that our country’s
resources are developed responsibly and sustainably. The CCCE has consistently
stressed the need for a coherent national approach to climate policy that helps to limit
greenhouse gas (GHG) emissions, while positioning the country to take advantage of
growing demand for environmentally sound technologies. The federal government has
chosen a “sector-by-sector” approach to GHG regulation and we expect the soon-to-
be-released regime for the oil and gas sector to position Canada’s energy producers
to steadily reduce their environmental footprint per unit of energy.
Gaining access to global energy markets would generate an
additional $28 billion per year in Canadian GDP and $4 billion
annually in federal government revenues.
Source:HuskyEnergyInc.
8
ANNUALREPORT2013

International
ranking of Canada
based on the
generosity of its
RD tax credits for
large companies
1999: 1st
2008: 9th
2014: 17th
*
* Based on changes in the
2012 federal budget
Innovation and Competitiveness
As the global economy evolves and emerging markets move up the technological ladder,
Canadian companies are facing an increasing need to invest in innovation. Smart public
policy can help, by encouraging firms to expand their research and development (RD)
capacity in Canada and create more high-value RD jobs. Unfortunately, recently
announced cuts to the federal Scientific Research and Experimental Development
(SRED) tax credit program will disproportionately impact large companies, which
are responsible for more than half of Canada’s RD spending. The CCCE is convinced
that these changes are counter-productive and will reduce Canada’s attractiveness as a
destination for innovative businesses.
In late 2012, the CCCE supported the findings of the independent federal Review
of Aerospace and Space Programs and Policies, led by The Honourable David Emerson.
In its report, the review panel noted that global demand for new aircraft is likely
to increase significantly over the next several decades, driven by rising prosperity
in developing countries and an increasing emphasis on fuel-efficiency. Canada’s
aviation and space sectors—which generate $22 billion a year in revenues and
employ 80,000 Canadians—are poised to benefit from this growth, but need additional
funding for technology demonstration projects, collaborative research programs and
bilateral cooperation agreements between Canada and its major trading partners. The
Emerson panel’s report provides Canadians “with a blueprint by which to ensure that
our commercial aviation, military aerospace and space industries are positioned to take
advantage of expanding opportunities,” CCCE President and CEO John Manley said.
While continuing to advocate for a more supportive policy environment for
business innovation, the CCCE also believes it is essential to improve Canada’s
human capital performance. As part of our Canada in the Pacific Century initiative,
we sponsored a half-day symposium in March 2013 on Canada’s labour market
needs, the challenges facing the K-12 education system, and the need to identify
means to improve the transition from post-secondary schooling to full-time employ-
ment. Going forward, the CCCE is committed to working with a wide array of other
stakeholders to better align education and training with the skills our country needs
to compete in the global economy. Beginning in late 2013, we will publish a series
of papers aimed at identifying the root causes of Canada’s skills crisis and exam-
ining options for reform. In 2014 and 2015, we will host a series of meetings and
conferences to bring together business leaders, educators, policy experts and young
Canadians to develop solutions and share best practices.
9

North America
Closer cooperation between Canada and its North American partners can improve the lives
of citizens across the continent. A key priority for the CCCE is to reduce bottlenecks at
the Canada-U.S. border and address unnecessary regulatory differences that inflate costs
for companies and consumers. In December 2012, when the two governments released a
one-year progress report on their Beyond the Border and Regulatory Cooperation Council
initiatives, we praised them for taking steps to streamline legitimate trade and travel.
In particular, we welcomed the launch of a pilot project for cargo arriving at the Port
of Prince Rupert based on the principle of “cleared once, accepted twice”, as well as
enhancements to the NEXUS program for frequent cross-border travelers. At the same
time, we expressed concerns that several other important projects had fallen behind
schedule. In early 2013, the CCCE urged both sides to live up to their regulatory simplifi-
cation and trade facilitation commitments under these agreements. Of particular concern
is the need to transform pilot projects and similar undertakings into generally applied
practices for managing our shared border and regulatory systems.
Meanwhile, we continue to advocate for enhanced integration of the North American
energy market. The importance of strengthening the oil, natural gas and electricity
transmission systems that link the three countries was one of several messages delivered
by John Manley during a panel discussion on Canada-U.S. relations that was televised
live in both countries in February 2013. We also undertook significant analytical work
to understand how increases in oil and gas production in the United States will impact
Canadian energy exports and world markets for these products.
In support of the CCCE’s North American agenda, John Manley and his staff made
frequent visits to Washington, DC, during the year to meet with congressional and adminis-
tration officials as well as prominent opinion leaders.
Energy, border management and regulatory cooperation were the key areas of focus
during a meeting of the North American CEO Forum in September 2012. Business leaders
representing the CCCE, the Washington-based Business Roundtable and Mexico’s Consejo
de Hombres de Negocios agreed to set up working groups in each of those three policy
areas and to draft a letter to the leaders of the three countries outlining their priorities.
10
ANNUALREPORT2013

International
To create jobs and expand opportunities for Canadian workers, Canadian companies need
improved access to world markets. The United States has long been the destination for
most of our country’s exports, but over the coming decades much of the growth in global
demand will be concentrated in Asia and other fast-developing economies. The CCCE’s
Canada in the Pacific Century project has helped to raise awareness of the need to
strengthen Canada’s ties with China, India and other Asian countries (page 12). Through
our work with the Canada China Business Council, the Asia Pacific Foundation of Canada
and other organizations, we have sought to define a roadmap for deeper Canadian economic
engagement in Asia.
In October 2012, Canada officially joined the Trans-Pacific Partnership (TPP), an
11-nation trade initiative encompassing a market of more than 664 million people and
a combined GDP of nearly $22 trillion. The CCCE is supporting Canada’s negotiating
team in this process and sees the TPP as a key vehicle for advancing our country’s
commercial interests in the Asia Pacific region.
Although China is not part of the TPP, its importance to Canada as a source of foreign
investment, as well as a market for Canadian products and services, cannot be overstated.
In late 2012, the CCCE welcomed the federal government’s intention to ratify a Foreign
Investment Promotion and Protection Agreement with China. The agreement will provide
Canadian investors with important new protections against arbitrary treatment in one of
the world’s largest and fastest-growing markets.
Among other priority markets for Canada, India and Brazil are two of the most
significant. The CCCE has been instrumental in bringing together business leaders
from each country to promote trade and investment liberalization. In November 2012
we participated in a meeting of the Canada-India CEO Forum, which is developing an
action plan to enhance bilateral relations. That same month, we hosted a meeting of the
Joint Working Group in support of the Canada-Brazil CEO Forum, the goal of which is
to encourage two-way investment, trade and people-to-people linkages. The Forum is
scheduled to make policy recommendations to the two governments in late 2013.
The CCCE has continued to provide advice and assistance to the Canadian government
in its efforts to reach a Comprehensive Economic and Trade Agreement (CETA) with
the European Union. “The successful conclusion of the CETA is vital to Canada’s trade
agenda,” CCCE President and CEO John Manley said in an article published in the
National Post in February 2013. “A Canada-EU deal that addresses issues such as
agricultural protection and promotes intellectual property as a driver of innovation will
improve our country’s brand and signal to the world that we are capable of negotiating
a modern, far-reaching trade agreement.”
Only 8% of Canada’s exports go to China, India and other
fast-growing economies.
11

Can Canada continue to prosper in a world in which economic
power and political clout are shifting toward Asia? How can
Canadian governments, companies and workers prepare
themselves for a future of increasing competition from
fast-growing Asia-Pacific economies?
On September 24 and 25, 2012, the Canadian Council of Chief Executives hosted
Canada in the Pacific Century, a conference that brought together more than 200 top
CEOs, senior government officials, educators and other leaders from across the country.
“Asia’s rise is driving profound changes in the global economy,” CCCE President and
CEO John Manley said as the conference opened at the new Ottawa Convention Centre,
within sight of Parliament Hill. “As an organization of business leaders, we believe it is
important to work closely with other sectors of society to develop a vision for Canada’s
engagement in the Asia Pacific region.”
To that end, the CCCE invited a broad cross-section of policy experts and decision
makers to participate in the conference. Among them were federal and provincial poli-
ticians and senior officials, members of all federal political parties, Aboriginal leaders,
representatives of organized labour, economists, university presidents and leading
academics. During two days of plenary meetings, breakout sessions and networking
opportunities, they debated, traded insights and discussed recommendations among
themselves and with the leaders of many of Canada’s largest companies.
Keynote speakers included: Dominic Barton, the Canadian-born Global Managing
Director of McKinsey Company; Anil Gupta, Chair in Global Strategy and
Entrepreneurship at the Smith School of Business in Maryland; Ian Bremmer, President
of the Eurasia Group; Kishore Mahbubani, Dean of Singapore’s Lee Kuan Yew School
Canada
in the
Pacific
Century
12
ANNUALREPORT2013

of Public Policy; John Baird, Minister of Foreign Affairs; and Jim Flaherty,
Minister of Finance.
All agreed that Canadians must move fast to seize the opportunities created
by unprecedented growth in emerging markets.
“The opportunity is historic, massive and moving very quickly,” Mr. Barton
said in his introductory keynote presentation. “If we do not get on the game
in terms of pivoting towards [Asia], we are going to miss out on something that
will be absolutely critical to our success as a country.”
Bank of Canada Governor Mark Carney, who took part in a panel discussion
on Asia’s rise and the resulting opportunities and challenges for Canada, said
that Canadian businesses need to refocus on fast-growing markets, retool their
production processes and retrain their workforces to take advantage of shifting
patterns of global demand.
He acknowledged that growth rates across Asia will fluctuate, but cautioned
the audience not to fall into the trap of thinking that Asia’s recent surge is
a short-lived phenomenon. The changes that underpin Asia’s transition—
including large-scale urbanization, dramatic productivity gains and rapid
advances in education—are “relentless [and] fundamental forces” that will
profoundly reshape the global economy, he said.
For his part, Mr. Gupta pointed out that Asia’s impact on the 21st
century will
be multi-dimensional. “Clearly, you have more than two billion new consumers
that are now part of the world’s marketplace. But you also have more than a
billion new workers who are part of the world’s production system.”
The lesson for Canadians, he said, is to avoid thinking of Asia’s emerging
economies in simplistic terms—for example, as just a source of inexpensive
labour. “Each of these sub-regions within Asia is a market, but each can also
be a cost-efficiency platform, or an innovation platform, or a source of low-cost
capital, or a place where potential partners exist, or perhaps a launching pad
[for companies targeting] third countries.”
Leading up to the conference, the CCCE published a series of papers and
essays that examined different aspects of Canada’s relationship with the Asia
Pacific region.
Two papers dealt with the challenges facing Canada’s education system; one
argued for a stronger focus on developing STEM skills (science, technology,
engineering and mathematics), while the other emphasized the need for a com-
prehensive international education strategy that includes stronger partnerships
between Canadian and Asian universities as well as expanded study- and
work-abroad programs for Canadian students.
Among other papers in the Canada in the Pacific Century publication series:
an analysis of China’s economic ascent and the issues it creates for Canadian
policymakers; an examination of the role and behaviour of Chinese state-owned
enterprises; a proposed new framework for assessing whether foreign acquisi-
tions of Canadian firms pose a threat to national security; and
a detailed review of how Asia’s expanding appetite for imported food could
benefit Canada’s agricultural sector.
“If we do not get on the game in terms of pivoting
towards [Asia], we are going to miss out on
something that will be absolutely critical to our
success as a country.”
Dominic Barton
13

Several speakers at the conference highlighted the degree to which Asia’s
increasing prosperity will drive growth and job creation in Canada.
“Asia’s success is our success,” said André Desmarais, President and
Co-Chief Executive Officer of Power Corporation of Canada. Mr. Desmarais,
who co-chaired the conference steering committee, noted that rising prosperity in
emerging markets is closely linked to increases in the global demand for energy
and natural resources, of which Canada is a major exporter. “For Canada—on a
job-creation basis, on a wealth basis—that is a fantastic opportunity.”
Former federal Cabinet Minister Jim Prentice concurred. “Asia is extremely
important to Canada’s economic future,” said Mr. Prentice, who is now Senior
Executive Vice-President and Vice Chairman of the Canadian Imperial
Bank of Commerce. “Whether we speak of energy, infrastructure, finance
or consumer goods, it will be Asian demand that drives the [global] economy
for a generation.”
That message was amplified in a series of panel discussions on topics such
as: the opportunities and challenges facing Canada’s energy sector; the future
of Canadian manufacturing; success stories and lessons learned from doing
business in Asia; Canadian trade strategy and the need for improved access to
Asian markets; building a 21st
century Canadian labour force; and balancing
Canada’s economic and security interests in an era of increasing Sino-U.S.
geopolitical competition.
Although participants put forward a wide range of views in each of these
areas, there was broad agreement on the essential elements of a roadmap
for Canadian success in the Pacific Century.
1. We must do more to raise awareness of the importance of Asia to Canada’s
future prosperity. For reasons of history, geography and culture, the United
States and Europe have traditionally loomed larger in our national con-
sciousness. But if current trends continue, Asia will account
for more than half the world’s output by 2050.
2. Canada’s success over the coming decades will require bold leadership
and active, sustained engagement at every level of Canadian society.
In the words of Wendy Dobson, Co-Director of the Rotman Institute for
International Business at the University of Toronto, “Such a strategy cannot
be built overnight, but we must begin: the potential returns to Canada
are high, and so are the costs of an inadequate Canadian response to the
evolving multipolar world.”
3. As a relatively small player in the global economy, Canada must leverage
its strengths in ways that correspond to the challenges confronting Asian
societies. Canada is rich in energy and natural resources, but our country
is also known for the excellence of its education system, a strong and stable
financial services sector, high-quality health care and safe, livable cities.
In each of these areas, there are opportunities to share Canadian knowledge
and experience.
4. Canada must work harder to build its brand in the crowded and highly
competitive Asian marketplace. Strong diplomatic ties, an aggressive trade
agenda and frequent visits to the region by government leaders are essen-
tial. To seize the considerable growth opportunities in emerging markets,
we need to recognize the extent to which Canada’s commercial success in
Asian markets depends on active state-to-state engagement. “The first thing
we need to understand is that we are no longer competing against global
companies, but against entire global value chains,” said Pierre Beaudoin,
President and Chief Executive Officer of Bombardier Inc. Assertive eco-
nomic diplomacy, he added, can “help push open the door” to markets that
might otherwise remain closed to Canadian-based companies.
14
ANNUALREPORT2013

A Canada-Asia Action Plan
To make the most of Canada’s growth opportunities in Asia, the CCCE is committed to:
• Promoting trade and investment liberalization and regulatory reform. Priorities include the Trans-Pacific
Partnership, liberalized trade in services and a Canada-India Foreign Investment Promotion and
Protection Agreement;
• Encouraging a closer Canada-China relationship, with an emphasis on economic diplomacy and a strategic
dialogue to support a high-level economic and political relationship;
• Supporting the India-Canada CEO Forum as a platform for sustained business-to-business engagement;
• Ensuring healthy two-way flows of foreign investment;
• Advancing sound corporate governance and market-based practices in the Asia Pacific region;
• Developing the infrastructure required to take advantage of Asian demand for Canadian energy
and other exports.
5. To meet the challenges of a rebalanced global economy, Canada must find ways to
better align education and training with the skills needed to attract investment and
high-value employment. A diverse, well-trained labour force has long been one of
Canada’s competitive advantages, but across Asia, countries that were previously
poor and low-skilled are making unprecedented investments in education and skills
development. Succeeding and prospering in the 21st century will require
a broad national effort to strengthen Canada’s human capital advantage.
None of this will be easy, participants agreed. It will take many years of concerted effort,
forward-thinking leadership, decisive action and close collaboration among govern-
ments, business and all other sectors of Canadian society. But all who took part
in the CCCE’s Canada in the Pacific Century conference agreed that the effort would be
worth it—and that the time to start is now.
2010 2050
EU
29.2%
US
20.3%
Others
35.7%
China
22.4%
India
31.4%
Others
33.5%
Japan
8.4%
China
4.7%
India
1.6%
EU
7.4%
US
3.4%
Japan
1.9%
Distribution of the world’s middle class
15

Source:HuskyEnergyInc.
Closing the gap

It is not, as some would characterize it, simply a case of too many university
graduates and not enough pipefitters. The skills shortage cuts across the
corporate landscape—from manufacturing and oil and gas, to registered nurses
to financial services professionals.
Confronted by a growing need for skilled labour, many of
Canada’s leading companies are stepping up their investments
in employee training and career development.
It is widely recognized as one of Canada’s most important
economic bottlenecks: large numbers of low-skilled people
who cannot find steady employment, while employers are
reporting increasing difficulties finding qualified appli-
cants for vacant positions.
For Canadian companies, the skills gap is more than a
human resource challenge. When companies cannot find
the people they need, they are often forced to postpone or
cancel plans to expand. The resulting loss in economic
activity reduces Canada’s GDP, lowers Canadians’ collec-
tive standard of living and costs governments billions of
dollars in potential tax revenue.
“This is a real and serious issue that has the potential
to undermine the strength of individual companies—and
the broader prosperity of Canada itself,” Michael Denham,
President and Senior Managing Director, Canada, of
Accenture Inc. said in an April 2013 speech to the
Toronto Board of Trade.
“This is not only about skilled trades,” Mr. Denham
added. “It is not, as some would characterize it, simply
a case of too many university graduates and not enough
pipefitters. The skills shortage cuts across the corporate
landscape—from manufacturing and oil and gas, to
registered nurses to financial services professionals.”
According to a recent presentation by Deloitte, fully
one-third of Canadian employers are struggling to recruit
candidates with the skills required to fill certain job
openings. And the problem is not confined to Canada:
companies in the United States, the United Kingdom
and many other countries are also on the hunt for skilled
labour. “The competition for scarce talent with special-
ized skills knows no borders,” the Deloitte report says.
How can Canada improve the overall skill level of its
labour force and ensure that more jobless people find mean-
ingful, sustainable employment? Solving such challenges
will require close cooperation among employers, educators
and governments. Universities and other post-secondary
institutions will have to better align programs with market
needs, and young Canadians will have to be encouraged
to consider fields where labour is in short supply.
All of that will take time. Already, however, Canada’s
business leaders are stepping up their efforts to improve
the skill levels of their workforces. Indeed, Accenture
reports that as many as 80 per cent of Canadian companies
are planning to increase their investments in employee
training and skill development. “A lot of companies have
concluded that the traditional approach to hiring—waiting
for the person with the right set of skills to come along—
is not going to work anymore,” Mr. Denham says. “They
17

need to spend more on training. The flip side is that there
will be less money lost in foregone revenue, and less money
lost in terms of productivity problems.”
The drive to upgrade employees’ skills takes many forms,
depending on the industry and the specific needs of the
company. At CN, for example, a key priority has been to
recruit and train younger workers who can take the place of
retiring baby-boomers. So-called “Generation Y” employ-
ees, born between 1977 and 1993, now represent almost
one-third of CN’s payroll, up from 15 per cent in 2009.
“CN is an integral part and a true backbone of the
economy,” says Claude Mongeau, the company’s President
and Chief Executive Officer. “To continue to play this
important role, we must have the personnel to get the job
done. With thousands of employees retiring every year,
workforce renewal is a key priority now and in the future.”
Bombardier Aerospace, for its part, provides more
than 100,000 person-hours a year of on-the-job training in
its Canadian operations, excluding health and safety and
other forms of training required by regulation. Foreseeing
a growing demand for skilled workers, the company devel-
oped a fast-track, 16-week course for aircraft assemblers
that is now part of the curriculum at trade schools in
every city in which Bombardier operates a plant. Across
Canada, the company has 70 technical learning advisers
and learning business partners dedicated to technical
skills development.
Among the initiatives devised by Desjardins Group
to recruit and nurture up-and-coming talent is a one-year
“young intern officer” program for employees aged 18
to 30. Participants are given the opportunity to work
with the company’s most senior officers, sit in on meet-
ings, and propose ways to improve service to younger
customers. Like many other employers, Desjardins also
offers tuition subsidies and financial bonuses to staff
who complete approved professional accreditations.
In 2009, Loblaw Companies Limited launched a
leadership recruiting and development program called
grad@Loblaw. Aimed at building a pipeline of manage-
ment talent, the 18-month-long program exposes recent
university and college graduates to every facet of the retail
grocery business, including store management, supply
chain logistics, merchandising, marketing, information
technology, finance and human resources. Participants
receive a full-time salary and benefits while they progress
through the program, at the end of which they are offered
a position in their area of expertise.
Many Canadian companies have invested in formal—
often bricks-and-mortar—structures for their training
programs. Among the best known is BMO Financial
Group’s corporate university, The Institute for Learning,
located in northeast Toronto. Opened in 1994 as an
expression of BMO’s commitment to lifelong learning,
the institute offers a self-contained, distraction-free
environment consisting of 12 classrooms, 20 breakout
rooms and eight role-playing rooms, as well as coffee
break lounges, a presentation hall and other amenities.
Edmonton-based PCL Constructors Inc. calls its
training facility the College of Construction. Employing
a team of in-house professional development educators
to help employees enhance their current skills and learn
new ones, the college offers a specialized curriculum
One-third of Canadian employers are struggling to recruit candidates with the
skills required to fill certain job openings.
18
ANNUALREPORT2013

aimed at encouraging innovation through classroom
instruction, e-learning, videos and mentoring.
Another major player in the construction and engineering
industry, Aecon Group Inc., provides each of its employ-
ees with a minimum of 40 hours of training and development
each year, and fully reimburses tuition expenses.
At the same time, human resource experts agree that
the traditional concept of workplace training is evolving.
The trend is toward programs that are less formal, more
enjoyable and interactive.
“There is a recognition that 70 per cent of your
learning takes place on the job through experience,”
says Kristy Carscallen, chief human resources officer at
KPMG. “Twenty per cent takes place through conversa-
tions with others—be it your performance manager or your
mentor—and 10 per cent is through formal activities or
classroom training.”
The curriculum for KPMG’s three-day course for aspiring
audit-practice managers not only sharpens technical
auditing skills but also helps participants become better
leaders by improving their networking skills. The course
includes a game that requires each participant to strike
up conversations and get to know at least four other
people who are enrolled in the course.
Various forms of online and mobile learning—such as
webinars, podcasts and smartphone apps—are rapidly
replacing traditional classroom training. These techniques
are not only more efficient for employers, but also give
individual workers more flexibility to decide how and
when to broaden their horizons.
One example: CN has revitalized its training programs
for young train conductors with the introduction of tablet
computers and enhanced audio-visual materials.
Energy companies in Western Canada, where supplies
of skilled labour tend to be tighter than in other regions,
are not surprisingly among the most proactive in develop-
ing in-house and external training programs.
Since 2010, Suncor Energy Inc. has earmarked more
than $7 million to fund engineering and business programs
at various post-secondary institutions. In addition, it has
invested more than $3.7 million in Fort McMurray, Alberta-
based Keyano College, primarily in mining and process
operations programs.
Facing shortages of skilled tradespeople, Suncor also
now requires that apprentices make up at least 20 per
cent of the workforce of contractors on its project sites.
“We need strong trades people to achieve high standards
of maintenance and reliability, to build our growth projects
and—later in their careers—to bring hands-on knowledge
to the roles of planner, coordinator, supervisor and manager,”
says Steve Williams, Suncor’s President and CEO.
Encana Corporation, meanwhile, has put in place a
leadership development program for new post-secondary
graduates in fields such as engineering, geology, geophys-
ics and accounting—all key disciplines for the energy
sector. The program includes rotation through multiple
job roles, in-house training and mentoring from more
experienced employees. After completing three to four
years of development, employees receive longer-term
assignments in line with their chosen career paths.
Another leading energy company, ConocoPhilips
Canada, created a 12-week program—“The Engineering
Academy”—to boost the skills of its entry-level engineers.
The company also contributes a set amount each year to
a personal development account for each employee. The
80 per cent of Canadian companies are planning to increase their investments
in employee training and skill development.
19

money can be used to cover expenses for approved outside
training, as well as safety, health and fitness courses.
At many companies, women, immigrants and Aboriginal
people are among the key target groups for more intensive
training and career development. KPMG’s “Women in Line
for Leadership” program, launched in early 2013, aims to
retain and nurture female employees. Using interactive,
web-based technology, senior female partners share their
experiences in such familiar but challenging situations as
family/work balance and cultivating a boardroom presence.
To help recruit more Aboriginal employees, Royal Bank
of Canada offers an Aboriginal Stay in School program that
has benefited hundreds of secondary students across the
country. Participants receive at least three weeks’ training as
a client service representative at an RBC branch, followed
by a week of learning about administrative roles within the
branch network. A four-month program is also available to
post-secondary students.
As Canadian companies expand their skills-training
efforts, their accomplishments are attracting international
attention. At an awards gala in London, UK, in May
2013, TELUS won a coveted Global Procurement
Leaders Award for outstanding educational development
and training programs. The company’s training system
defines 25 competencies and skill sets that are esstential
to TELUS’s procurement and supply chain management
team. Employees are encouraged to identify areas of
strength and development, and then drive specific
development plans for their career advancement.
The idea is simple: when employees acquire new skills
that equip them to succeed, the companies they work for
benefit as well. As Suncor’s Steve Williams puts it: “If we
train people well from the outset and then remain actively
involved in their career development, we should end
up with stronger teams, stronger leaders and a stronger
company overall.”
The initiatives mentioned above are a small sample
of the extensive training and development programs
offered by the CCCE’s 150 member companies.
20
ANNUALREPORT2013

Speed mentoring
Some of Canada’s leading companies are among the sponsors of an award-winning mentoring program that
helps newcomers to Canada upgrade their skills and find suitable employment.
Using a similar approach to speed-dating, the program, developed by ACCES Employment, a Toronto-based
non-profit organization, enables as many as 100 skilled professionals at a time to meet face-to-face with senior
corporate executives.
Each job-seeker is paired with an executive volunteer for 10 minutes. At the end of that time period, a bell
rings and the participants move to another table, with the opportunity to interact with, and seek advice from,
an executive from another company.
Companies that regularly take part in the sessions include Accenture, Bell Canada, BMO Financial Group,
CIBC, Deloitte, KPMG, Royal Bank of Canada, Rogers Communications, Scotiabank, Suncor Energy, TD Bank
Group and TELUS.
The sessions help employers tap into the talents of new Canadians. For job-seekers, they offer an opportunity
to learn more about the Canadian job market and make important industry connections. “That experience
alone is invaluable for an international professional new to Canada with little to no professional network,” says
Allison Pond, Executive Director of ACCES.
Source:CAEInc.
21

Event Highlights
“Canada in the Pacific Century: The
Trans-Pacific Partnership and Beyond”
Keynote address at the Centre for
Strategic and International Studies
Washington, D.C. – September 20, 2012
Canada in the Pacific Century—
CCCE Autumn Members’
Meeting and Conference
Ottawa, ON – September 24–25, 2012
Remarks to the Vancouver Board of
Trade “Beyond the Border” Forum
Vancouver, BC – October 24, 2012
Canada—India CEO Forum meeting
New Delhi, India – November 6, 2012
“The Pacific Century and
the Global Skills Race”
Remarks to the Learning Partnership
Education Summit
Toronto, ON – November 28, 2012
“The Trans-Pacific Partnership:
Strengthening NAFTA?”
Regional meeting of the Trilateral
Commission (panel moderator)
Washington, D.C. – December 1, 2012
regional symposium on energy
and foreign investment
Calgary, AB – December 10, 2012
CCCE New Year Members’ Meeting
Montreal, QC – January 14–15, 2013
Remarks to the Canada-Swiss
Chamber of Commerce
Zurich – January 22, 2013
World Economic Forum Annual Meeting
Davos, Switzerland – January 22–27, 2013
“Competition Matters”
Panel discussion hosted by Canada 2020
Ottawa, ON – January 30, 2013
“Canada and the United States:
What’s the Future for Energy,
Environment and Trade?”
Maclean’s Town Hall
Washington, D.C. – February 19, 2013
“First, Do No Harm: Oil, the Dollar and
the Future of Canadian Manufacturing”
Keynote address at a dinner hosted
by The School of Public Policy,
University of Calgary
Toronto, ON – March 6, 2013
Canada-China Opportunities
in Transition
Conference hosted by the Canadian
International Council (panel moderator)
Ottawa, ON – March 22, 2013
regional symposium on education
and labour market challenges
Toronto, ON – March 25, 2013
Keynote address to the Canada-Arab
Business Council
“Canada’s Future Economic
Relationship with China”
Panel discussion hosted by the
Ottawa Economics Association
Events and Publications
22
ANNUALREPORT2013

“The U.S.-Canada Partnership
in the Pacific Century”
Remarks to the Erie Regional Chamber
and Growth Partnership
Erie, PA – April 10, 2013
CEO Roundtable with The Honourable
Palaniappan Chidambaram, Finance
Minister of India
Toronto, ON – April 16, 2013
“Full Circle: Manufacturing
Migrates Around the Globe”
Panel discussion at the
Milken Global Conference
Los Angeles, CA – April 30, 2013
“The Canadian Global
Competitiveness Agenda”
Remarks to the Institute of the Americas
La Jolla, CA – May 1, 2013
Breakfast dialogue with the Business
Council of British Columbia
Vancouver, BC – May 24, 2013
CCCE Spring Members’ Meeting
Vancouver, BC – May 27- 28, 2013
“Responding to the Rise of Asia”
Conference hosted by the Asia Pacific
Foundation of Canada (panel moderator)
Vancouver, BC – June 5, 2013
“A Fragile Global Recovery:
Risks and Strategic Challenges”
Conférence de Montréal (panel moderator)
Montreal, QC – June 10, 2013
Selected Publications
Submission to the Senate Banking, Trade
and Commerce Committee regarding
the Agreement on Internal Trade
November 2012
We Need Not Fear the FIPA
(Article in the Ottawa Citizen)
November 9, 2012
Beyond Pilot Projects to Open Borders
(Article in the Ottawa Citizen)
January 22, 2013
Europe Now: Five Reasons for CETA
(Article in the National Post)
February 14, 2013
Submission to the House of Commons
Standing Committee on International
Trade regarding the Canada-India
Comprehensive Economic
Partnership Agreement
March 2013
Submission to the House of Commons
Standing Committee on Industry, Science
and Technology regarding proposed
changes to the Investment Canada Act
May 2013
EU trade talks: Quitting is not an option
(Article in The Globe and Mail)
July 25, 2013
23

M. Elyse Allan
President and Chief
Executive Officer
GE Canada
Pierre Beaudoin
President and Chief
Executive Officer
Bombardier Inc.
John M. Cassaday
President and Chief
Executive Officer
Corus Entertainment Inc.
Jacynthe Côté
Chief Executive Officer
Rio Tinto Alcan
Board of Directors
J. Bruce Flatt
Senior Managing Partner
and Chief Executive Officer
Brookfield Asset
Management Inc.
Asim Ghosh
President and Chief
Executive Officer
Husky Energy
Linda S. Hasenfratz
(Vice Chair)
Linamar Corporation
Tom Jenkins
Executive Chairman and
Chief Strategy Officer
Open Text Corporation
Paul Desmarais, Jr. (Chair)
Chairman and Co-Chief
Executive Officer
Power Corporation
of Canada
William A. Downe
President and Chief
Executive Officer
BMO Financial Group
N. Murray Edwards
President
Edco Financial Holdings Ltd.
Darren Entwistle
President and Chief
Executive Officer
TELUS
24
ANNUALREPORT2013

Donald R. Lindsay
President and Chief
Executive Officer
Teck Resources Limited
Jon E. Love
Managing Partner and
KingSett Capital Inc.
The Honourable
John P. Manley, P.C., O.C.
President and Chief
Executive Officer
Canadian Council
of Chief Executives
Michael H. McCain
President and Chief
Executive Officer
Maple Leaf Foods Inc.
Nancy C. Southern
President and Chief
Executive Officer
ATCO Group
Louis Vachon
President and Chief
Executive Officer
National Bank of Canada
Michael M. Wilson
President and Chief
Executive Officer
Agrium Inc.
Lorraine Mitchelmore
President and Chief
Executive Officer
Shell Canada Limited
Claude Mongeau
President and Chief
Executive Officer
CN
Hartley T. Richardson
(Past Chair)
President and Chief
Executive Officer
James Richardson
Sons, Limited
John C. Risley
President
Clearwater Fine Foods Inc.
25

David Aisenstat ■
Chairman, President and
Keg Restaurants Ltd.
M. Elyse Allan ■
President and Chief
Executive Officer
GE Canada
Alex Archila
Asset President, Potash
BHP Billiton
Richard Baker
Governor
Hudson’s Bay Company
Katherine Bardswick
President and Chief
Executive Officer
The Co-operators
Group Limited
Jim Baske
President and Chief
Executive Officer
ArcelorMittal Dofasco Inc.
Laurent Beaudoin ■
Chairman
Bombardier Inc.
Pierre Beaudoin ■ ■
President and Chief
Executive Officer
Bombardier Inc.
John M. Beck
Chairman and Chief
Executive Officer
Aecon Group Inc.
Kevin L. Beingessner
President and Chief
Executive Officer
Coril Holdings Ltd.
Reid Bigland
Chairman, President
and Chief Executive Officer
Chrysler Canada Inc.
David W. Binet
President and Chief
Executive Officer
The Woodbridge
Company Limited
Pierre Blouin
MTS Allstream Inc.
Charles Brindamour
Intact Financial Corporation
Jack Broodo
President
Dow Chemical Canada ULC
Paul Browning
President and Chief
Executive Officer
Irving Oil Limited
Bill Buckley
President and Chief
Executive Officer
ShawCor Ltd.
Robert G. Card
President and Chief
Executive Officer
SNC-Lavalin Group Inc.
John M. Cassaday ■
President and Chief
Executive Officer
Corus Entertainment Inc.
Neil Chrystal
President and Chief
Executive Officer
Polygon Homes Ltd.
W. Edmund Clark
President and Chief
Executive Officer
TD Bank Group
Jack L. Cockwell ■
Group Chairman
Brookfield Asset
Management Inc.
Dean Connor
President and Chief
Executive Officer
Sun Life Financial Inc.
George A. Cope
President and Chief
Executive Officer
BCE Inc. and Bell Canada
Jacynthe Côté ■
Chief Executive
Rio Tinto Alcan
Marcel R. Coutu
President and Chief
Executive Officer
Canadian Oil Sands Limited
Dianne Craig
President and Chief
Executive Officer
Ford Motor Company
of Canada, Limited
Robert S. Crosbie ■
Chairman
Crosbie Group Limited
David M. Culver
Past Chair
Canadian Council
of Chief Executives
Thomas d’Aquino
Distinguished Lifetime
Member and Former
Chief Executive
Canadian Council of
Chief Executives
Jim W. Davidson
Chairman and Chief
Executive Officer
FirstEnergy Capital Corp.
Marc de La Bruyère ■
Chairman
Maclab Enterprises
Arthur A. DeFehr ■
Palliser Furniture
Michael Denham
President and Senior
Managing Director, Canada
Accenture Inc.
André Desmarais ■
President and Co-Chief
Executive Officer
Power Corporation
of Canada
Paul Desmarais, Jr. ■ ■
Chairman and Co-Chief
Executive Officer
Power Corporation
of Canada
Paul G. Douglas
President and Chief
Executive Officer
PCL Constructors Inc.
William A. Downe ■
President and Chief
Executive Officer
BMO Financial Group
William J. Doyle
President and Chief
Executive Officer
PotashCorp
Rupert Duchesne
Group Chief Executive
Aimia Inc.
Ian C. Dundas
President and Chief
Executive Officer
Enerplus Corporation
N. Murray Edwards ■ ■
President
Edco Financial Holdings Ltd.
Bob Elliott
President and
Managing Director
SAP Canada Inc.
Darren Entwistle ■
President and Chief
Executive Officer
TELUS
Dawn Farrell
President and Chief
Executive Officer
TransAlta Corporation
Brian Ferguson
President Chief
Executive Officer
Cenovus Energy Inc.
Kenneth E. Field ■
Chairman and Chief
Executive Officer
GreenField Ethanol Inc.
MEMBERSHIPCANADIAN COUNCIL OF CHIEF EXECUTIVES
As of August 2013
■ Board of Directors
■ Entrepreneurs’ Circle
■ Associate
26
ANNUALREPORT2013

J. Bruce Flatt ■
Brookfield Asset
Management Inc.
Dan Fortin
President
IBM Canada Ltd.
Peter Galanis
President and Chief
Executive Officer
Hewlett-Packard
(Canada) Co.
Alan W. Garner
President and Chief
Executive Officer
Marsh Canada Limited
Richard L. George
Distinguished Lifetime
Member
Canadian Council of
Chief Executives
Asim Ghosh ■
President and Chief
Executive Officer
Husky Energy Inc.
Peter E. Gilgan ■
Founder and Chief
Executive Officer
Mattamy Homes Limited
Russ Girling
President and Chief
Executive Officer
TransCanada Corporation
Blake C. Goldring ■
Chairman and Chief
Executive Officer
AGF Management Limited
George F. J. Gosbee ■
Chairman and Chief
Executive Officer
AltaCorp Capital Inc.
Anthony R. Graham
President
Wittington Investments,
Limited
Andy Gross
Giant Tiger Stores Limited
Charles Guay
President and Chief
Executive Officer
The Standard Life
Assurance Company
of Canada
Donald A. Guloien
President and Chief
Executive Officer
Manulife Financial
Corporation
Robert Hardt
President and Chief
Executive Officer
Siemens Canada Limited
Hunter Harrison
Canadian Pacific Railway
Linda S. Hasenfratz ■ ■
Linamar Corporation
Robert Hattin ■
Chair
Canadian Manufacturers
Exporters
Duncan Hawthorne
President and Chief
Executive Officer
Bruce Power
John Helou
President
Pfizer Canada Inc.
Mark Henderson
President and Chief
Executive Officer
Ericsson Canada Inc.
Trent Henry
Chairman and Chief
Executive Officer
Ernst Young LLP
Les Herr
President and Chief
Executive Officer
Empire Life
Insurance Company
Paul J. Hill ■
Harvard Developments Inc. –
A Hill Company
Pat Horgan ■
Chair
Canadian Chamber
of Commerce
Duncan N. R. Jackman ■
E-L Financial
Corporation Limited
Tom Jenkins ■ ■
Executive Chairman and
Chief Strategy Officer
Open Text Corporation
Daryl A. Katz ■
Chairman and Chief
Executive Officer
The Katz Group
of Companies
Nitin Kawale
President
Cisco Systems Canada, Co.
Don Kayne
President and Chief
Executive Officer
Canfor Corporation
Edward S. Kennedy
President and Chief
Executive Officer
The North West
Company Inc.
Hassan Khosrowshahi ■
Chairman
Persis Holdings Ltd.
James S. Kinnear ■
President and Chief
Executive Officer
Kinnear Financial Limited
Thomas A. Kloet
TMX Group Limited
Tetsuo Komuro
President and Chief
Executive Officer
Mitsui Co. (Canada) Ltd.
Rich M. Kruger
Imperial Oil Limited
Hal Kvisle
President and Chief
Executive Officer
Talisman Energy Inc.
Jean-Yves Leblanc ■
Chairman of the Board
Conseil du patronat
du Québec
Jeff Lehrmann
President
Chevron Canada Limited
Bill Lennie
President
Home Depot of Canada Inc.
Monique F. Leroux
Chair of the Board,
President and Chief
Executive Officer
Desjardins Group
Donald R. Lindsay ■
President and Chief
Executive Officer
Teck Resources Limited
Lisa S. Lisson
President
Federal Express Canada Ltd.
Christine Lithgow
President and Chief
Executive Officer
Aon Reed Stenhouse Inc.
Maxwell Long
President
Microsoft Canada Inc.
Brandt C. Louie ■
H.Y. Louie Co. Limited
Jon E. Love ■ ■
Managing Partner
KingSett Capital Inc.
Ken Lueers
President
ConocoPhillips Canada
Patrick Lundy
Zurich Canada
Paul Madden
President and
General Manger
3M Canada Company
Paul A. Mahon
President and Chief
Executive Officer
The Great-West Life
Assurance Company
Paulo Maia
President and Chief
Executive Officer
HSBC Bank Canada
The Honourable
John P. Manley ■
President and Chief
Executive Officer
Canadian Council of
Chief Executives
Ronald N. Mannix ■
Chairman
Coril Holdings Ltd.
Ron Mathison ■
President and Chief
Executive Officer
Matco Investments Ltd.
Michael H. McCain ■ ■
President and Chief
Executive Officer
Maple Leaf Foods Inc.
Gerald T. McCaughey
President and Chief
Executive Officer
CIBC
Calvin McDonald
President and Chief
Executive Officer
Sears Canada Inc.
27

Bill McFarland
and Senior Partner
PricewaterhouseCoopers LLP
Lorraine Mitchelmore ■
President and Canada
Country Chair
Shell Canada Limited
Nadir Mohamed
President and Chief
Executive Officer
Rogers Communications Inc.
Al Monaco
President and Chief
Executive Officer
Enbridge Inc.
Claude Mongeau ■
President and Chief
Executive Officer
CN
Guillermo Moreno
Managing Director, Canada
Tenaris
Kevin A. Neveu
President and Chief
Executive Officer
Precision Drilling
Corporation
Gordon M. Nixon
President and Chief
Executive Officer
Royal Bank of Canada
Sean O’Brien
President and Chief
Executive Officer
Reliance Comfort Limited
Partnership
Masaru Oda
President and Chief
Executive Officer
Mitsubishi Canada Ltd.
Kevin Ogawa
President and Chief
Executive Officer
Canon Canada Inc.
R. Jeffrey Orr
President and Chief
Executive Officer
Power Financial Corporation
Michael J. Oxley
President
E.I. du Pont Canada
Company
Marc Parent
President and Chief
Executive Officer
CAE Inc.
David V. Pathe
President and Chief
Executive Officer
Sherritt International
Corporation
Paul Pathy
President and co-Chief
Executive Officer
Fednav Limited
John E. Peller ■
President and Chief
Executive Officer
Andrew Peller Limited
Domenic Pilla
President and Chief
Executive Officer
Shoppers Drug Mart
Corporation
Peter Poppinga
Vale Canada Limited
Randy Powell
President and Chief
Executive Officer
Rocky Mountaineer
David Rawlings
JPMorgan Chase Canada
Kevin Reinhart
Nexen Energy ULC
Paul Reynolds
President and Chief
Executive Officer
Canaccord Financial Inc.
Hartley T. Richardson ■ ■
President and Chief
Executive Officer
James Richardson Sons,
Limited
John C. Risley ■ ■
President
Clearwater Fine Foods Inc.
Michael E. Roach
President and Chief
Executive Officer
CGI Group Inc.
Harold A. Roozen ■
Executive Chairman
CCI Thermal
Technologies Inc.
Calin Rovinescu
President and Chief
Executive Officer
Air Canada
Lino A. Saputo, Jr.
Chief Executive Officer and
Vice Chairman of the Board
Saputo Inc.
Bruce Simpson
Director Global
Practice Leader
McKinsey Company
Ted Singeris
President
Mercer (Canada) Limited
Ian Smith
Clearwater Seafoods
Limited Partnership
Stephen Smith
Chairman, President
and Co-founder
First National Financial LP
Jamie C. Sokalsky
President and Chief
Executive Officer
Barrick Gold Corporation
Nancy C. Southern ■ ■
President and Chief
Executive Officer
ATCO Group
Ronald N. Stern ■
President and Chief
Executive Officer
Alberta Newsprint
Company
Don Streuber
President and Chief
Executive Officer
Bison Transport Inc.
John M. Sullivan
President and Chief
Executive Officer
The Cadillac Fairview
Corporation Limited
Kevin M. Sullivan ■
Deputy Chairman
GMP Capital Inc.
Doug Suttles
President and Chief
Executive Officer
Encana Corporation
Bill Thomas
Chief Executive Officer and
Senior Partner
KPMG
L. Scott Thomson
President and Chief
Executive Officer
Finning International Inc.
Guy J. Turcotte ■
President and Chief
Executive Officer
Stone Creek Resorts Inc.
Louis O. Vachon ■
President and Chief
Executive Officer
National Bank of Canada
Jeff Vassart
President
Cargill Limited
Anne Marie Verstraeten
President and Chief
Executive Officer
BNP Paribas (Canada)
Frank Vettese
Managing Partner and
Chief Executive
Deloitte
Curt Vossen
President and Chief
Executive Officer
Richardson International
Limited
V. Prem Watsa ■
Chairman and Chief
Executive Officer
Fairfax Financial
Holdings Limited
Richard E. Waugh
Scotiabank
Steve West
Nordion Inc.
Galen G. Weston ■
Executive Chairman
Loblaw Companies Limited
Stephen G. Wetmore
President and Chief
Executive Officer
Canadian Tire
Corporation, Limited
Gary Whitelaw
Bentall Kennedy Group
Steve Williams
President and Chief
Executive Officer
Suncor Energy Inc.
Michael M. Wilson ■
President and Chief
Executive Officer
Agrium Inc.
28
ANNUALREPORT2013

The Honourable John
Manley, P.C., O.C.
President and Chief
Executive Officer
Susan Scotti
Senior Vice President,
Planning and Operations
Ailish Campbell
Vice President, Policy,
International and
Fiscal Issues
John Dillon
Vice President, Policy
and Corporate Counsel
Ross Laver
Vice President, Policy
and Communications
Eric Miller
Vice President,
Policy, Innovation
and Competitiveness
Nancy Wallace
Vice President,
Corporate Services
Chantal Roy
Executive Assistant to
the President and Chief
Executive Officer
Joe Blomeley
Associate
Brian Kingston
Associate
Sarah Reid
Communications Officer
Monique Raymond-Dubé
Executive Assistant
Patricia Matchem
Senior Administrative
Associate
Meagan Lachance
Administrative Associate
Kristen Garant
Administrative Associate
Council Staff
29

99 Bank Street
Suite 1001
Ottawa (Ontario)
Canada K1P 6B9
613-238-3727
www.ceocouncil.ca

CCCE_13-200_AR_2013_E_WEB-low-res

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