Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what...

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CANADA PACIFIC CENTURY ANNUAL REPORT 2013 IN THE

Transcript of Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what...

Page 1: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

Canada Pacific

centuryannual report 2013

in the

Page 2: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

the canadian council of chief executives brings ceOs together to shape public policy in the interests of a stronger canada and a better world.

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Page 3: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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 r&D

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Page 4: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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

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Page 5: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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.

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Page 6: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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

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Page 7: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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

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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

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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

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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.

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InternatIonal rankIng of Canada based on the generosIty of Its r&d 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 (R&D) capacity in Canada and create more high-value R&D jobs. Unfortunately, recently announced cuts to the federal Scientific Research and Experimental Development (SR&ED) tax credit program will disproportionately impact large companies, which are responsible for more than half of Canada’s R&D 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.

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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.

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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.

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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

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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

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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.

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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

EU29.2%

US20.3%

Others35.7%

China22.4%

India31.4%

Others 33.5%

Japan8.4%

China4.7%

India1.6%

EU7.4%

US3.4%

Japan1.9%

distribution oF the world’s Middle Class

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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

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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.

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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.

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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.

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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.

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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

canada in the Pacific century—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

canada in the Pacific century—regional symposium on education and labour market challenges toronto, On – March 25, 2013

Keynote address to the Canada-arab business Council Ottawa, On – March 26, 2013

“Canada’s Future economic relationship with China” Panel discussion hosted by the Ottawa economics association Ottawa, On – March 27, 2013

events anD PuBLicatiOnS

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“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

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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) Chief Executive Officer 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

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donald r. lindsay President and Chief Executive Officer teck resources Limited

Jon e. love Managing Partner and chief executive Officer 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.

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david aisenstat ■ Chairman, President and Chief Executive Officer 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 Chief Executive Officer MtS allstream inc.

Charles brindamour Chief Executive Officer 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 ■ Chief Executive Officer 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 elliottPresident and Managing DirectorSaP 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

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J. bruce Flatt ■ Chief Executive Officer 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 Chief Executive Officer 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 Chief Executive Officer canadian Pacific railway

linda s. hasenfratz ■ ■ Chief Executive Officer 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 ■ Chairman, President and Chief Executive Officer harvard Developments inc. – a hill company

pat horgan ■ Chair canadian chamber of commerce

duncan n. r. Jackman ■ Chairman, President and Chief Executive Officer 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 Chief Executive Officer tMX Group Limited

tetsuo Komuro President and Chief Executive Officer Mitsui & co. (canada) Ltd.

rich M. Kruger Chairman, President and Chief Executive Officer 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 ■ Chairman, President and Chief Executive Officer h.y. Louie co. Limited

Jon e. love ■ ■ Managing Partner KingSett capital inc.

Ken lueers President conocoPhillips canada

patrick lundy Chief Executive Officer 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.

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bill McFarland Chief Executive Officer 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 Chief Executive Officer vale canada Limited

randy powell President and Chief Executive Officer rocky Mountaineer

david rawlings Chief Executive Officer JPMorgan chase canada

Kevin reinhart Chief Executive Officer 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 Chief Executive Officer 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 Chief Executive Officer Scotiabank

steve west Chief Executive Officer nordion inc.

galen g. weston ■ Executive Chairman Loblaw companies Limited

stephen g. wetmore President and Chief Executive Officer canadian tire corporation, Limited

gary whitelaw Chief Executive Officer Bentall Kennedy Group

steve williams President and Chief Executive Officer Suncor energy inc.

Michael M. wilson ■ President and Chief Executive Officer agrium inc.

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Page 31: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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

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Page 32: Canada Pacific century - Business Council of Canada...Our commitment to long-term thinking is what prompted the CCCE in 2011 to launch Canada in the Pacific Century, a multi-year initiative

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