2020 ANNUAL REPORT

+ TABLE OF CONTENTS

03 Tourisme Montréal’s mandate 04 Message from the Chairman of the Board 07 A word from the President and CEO 08 100 + 1 18 Tourism industry performance and economic impacts 20 Member, Industry and Partner Relations 22 Destination Development and Public Affairs 26 Marketing, Communications and Information Technology 36 Sales and Convention Services 38 Human Resources 42 Finance and Administration 46 Tourisme Montréal’s Board of Directors 48 Tourisme Montréal’s partners

Click on section titles Click on this icon in the document to learn more. to return to the Table of Contents. Tourisme Montréal’s mandate

Tourisme Montréal is a private, not-for-profit organization and one of the city’s key economic stakeholders. With over 900 members and partners, our goal is to promote Montréal as a choice tourist destination.

Promoting the destination Tourism product development Tourisme Montréal works closely with its We provide guidance on the development of members and partners to recommend and Montréal’s tourism product based on continually implement prospecting and promotional initiatives changing market conditions and in line with internationally with the aim of attracting events strategies designed to enhance Montréal’s appeal (conventions, meetings, conferences, etc.) during all four seasons and to highlight the and individual travellers (business and leisure) destination’s unique personality. to Montréal. Tourisme Montréal is dedicated to this goal and Maximizing economic spinoffs actively consults with thought leaders in the tourism sector when developing its plans. To this end, we Tourisme Montréal creates business opportunities for have joined forces with industry partners to create its members and partners with a view to maximizing various consultative and cooperative committees, the economic spinoffs of tourism for the whole city. including Culture, Board Events, Conventions, Food, Religious Tourism, Tourist Welcome, Recreation and Tourist welcome Tourism Investment, Luxury Clienteles, Sustainability Tourisme Montréal leads local efforts to develop a in the Tourism Industry, International Cruises and the tourist welcome strategy centred on a concrete Regroupement des festivals engagés. goal: creating an unforgettable experience for . visitors. Our responsibilities include managing a tourist information office, educating the tourism industry on the importance of offering a quality welcome and providing guidance on the development of tourist services.

03 Message from the Chairman of the Board

Montréal forever!

Economic meltdown, global catastrophe, social tsunami, Several programs are already in place, in particular the I wish to extend my heartfelt thanks to our directors for value destruction... we are at a loss for words to Strategic Tourism Asset Maintenance Fund, totaling maintaining and even increasing their commitment to describe the horrible year our industry has experienced more than $12.5 million in funding, and the Business Tourisme Montréal at a time when their own activities due to the pandemic. Conservative figures released by Recovery Agreement, a $2.5 million envelope from the required their full attention. I would like to express the World Travel and Tourism Council (WTTC) indicate ministère du Tourisme administered by Tourisme particular gratitude to Bertil Fabre, CEO of the Sheraton that the decline in global tourism in 2020 represented a Montréal. I would like to thank the Minister of Tourism, Centre, and Robert Mercure, CEO of the Palais des 74% drop in visitors and 62 million jobs lost. Montréal, Caroline Proulx, and her team for their crucial support congrès de Montréal, who are stepping down from the like most major cities, was hit hard. That is why, before and confidence in the management of these funds. Board this year. In 2021-2022, Tourisme Montréal’s Board talking about the coming recovery and the advances in of Directors will be majority female for the first time vaccine deployment, which give cause for hope, I would The employees of Tourisme Montréal have been ever—at long last, I might add! like to say how worrisome the situation is for those who outstanding throughout the year. On behalf of the work in the tourism sector as a whole, as well as for Board of Directors, I would like to thank the entire team As I write this, we are in the middle of a race between many of the businesses that make up its economic for their dedication, initiative and solidarity, starting fast-tracking the vaccination campaign and new variants fabric, especially SMEs. with our CEO Yves Lalumière and his management that are spreading too rapidly. Our short-term prospects team, who led the organization with skill and vision. are still uncertain: 2021 remains a year of many dangers Relying on the responsiveness of its management and Strategic plans are being reviewed in detail to take into and some opportunities. Nevertheless, this crisis will employees, Tourisme Montréal adopted strict measures account the changes that will affect our industry and inevitably come to an end and Tourisme Montréal has to preserve the organization’s capacity to act, and took the way tourism, in all its forms, will redeploy. In dealing the resources—human, first and foremost, but also steps to help its members, on whom the city’s power of with new constraints and new expectations, both from financial—to be an “agent of success” and contribute attraction depends. Of course, we had to deal with the visitors and from the people who welcome them, we meaningfully to the revival of Montréal’s tourism postponement of events (conventions, etc.), but above must take greater account of the impact of our industry industry. We love Montréal, a city that has all the all, we had to protect the future of our portfolio of on the environment while promoting a more harmonious ingredients of a world-class destination, offering activities, a task that was carried out efficiently. destination. There are several construction sites across outstanding quality of life and hospitality. the city and the weakened downtown core must receive Cooperation with our government and industry partners our full attention, as must the boroughs, particularly to is essential to implement concrete measures that will the east, as well as the Palais des congrès, which would help speed up the recovery. To this end, we are working benefit from an increase in capacity. closely with the administration of the City of Montréal, Philippe Sureau the ministère du Tourisme du gouvernement du Our Board of Directors remained laser-focused, despite Chairman of the Board Québec, the federal government, the Alliance de social distancing measures, taking part diligently in the l’industrie touristique du Québec, the Board of Trade many meetings that the situation required, and of Metropolitan Montréal and the Hotel Association of contributing meaningfully to the action plan, all the Greater Montréal, among others. while ensuring the good governance of the organization.

04 A word from the President and CEO

Dear Montrealers, 2020 was a most challenging year. Following the A renewed experience milestone year of our organization’s centennial, when The Tourisme Montréal team and I are convinced Montréal set a tourism record, we were collectively that the resilience of our city will be a key element in faced with a truly global crisis that forced us to bring maintaining its status as a top tourist destination. into question every single one of our activities. Its gastronomy, diverse cultural events, green spaces Before we look to the future, we must take a step back and warm hospitality—even behind masks—testify to the to ponder the human impact of the pandemic, which ever-growing potential of our destination despite recent will change our society and our city forever. adversity. The Québec population responded massively by embracing local tourism throughout the year. Supporting and representing When conditions permit, tourists and visitors will the tourist industry continue to choose Montréal for its unique energy and diverse experiences. The tourism community has Our organization is more important than ever to the the agility needed to limit contacts and make travel Canadian and Québec tourism industry and related safer without compromising the visitor experience, economic sectors. Over the past year, we have had or their sense of wonder. to adapt on a weekly basis to the ever-changing regulations put in place to protect the health and safety Despite the difficulties, we are staying the course, of the population. In this sensitive context, Tourisme because the recovery of the tourism sector is just Montréal supported its partners with numerous financial around the corner. As CEO of the organization that assistance programs that enabled them to carry out a mobilizes Montréal’s tourism ecosystem and interacts number of projects, in addition to compiling information with stakeholders and public sector decision-makers, on the measures and government resources I am convinced that we have what it takes for a strong to support businesses. and sustainable recovery. The importance of our sector to Québec’s economy and culture is well established Our close cooperation with public sector decision- and Montréal will soon be back as a world- makers helped to grasp the full extent of the impact class destination. the crisis has had on our sector. Our calls have been heard, as major investments were announced by the governments. These funds are already helping the industry to preserve strategic tourism assets and to prepare for the recovery. On a broader scale, the city plays a key role in the tourism industry in all regions of Québec as the main national and international gateway. Yves Lalumière President and CEO

07 “Out of chaos, stars are born.” + CHARLIE CHAPLIN The COVID-19 pandemic, like any disaster worthy of the name, brought out the best in us, both as individuals and as an organization.

“Despite the significant challenges we faced in Some coincidences are so extraordinary, 2020 - Poised for a “historic” year 2020, the pandemic pushed us to work better they end up in the history books. After facing its share of challenges over the years, together. We rode the waves in an agile, focused, In October 1919, in the midst of the Spanish particularly in the 1980s and 1990s, Montréal’s relevant, vigilant and empathic way. Throughout influenza pandemic, a group of influential tourism industry took a remarkable turn for the better the year, we never lost sight of the recovery and businesspeople founded the Tourist Bureau of around 2015. With the vitality of the global economy, future of our industry. As soon as conditions permit, Montréal, the forerunner of Tourisme Montréal— the growing number of air links to Montréal, we will be ready to hit the ground running. To use a a move as bold as it was astonishing. the increasing attractiveness of the city as a baseball metaphor, I would say that in 2020 we Their ambition: to promote the city by laying destination of choice and the tireless efforts of settled for bunting a batter to first in order to load the foundations for a promising tourism offer. Tourisme Montréal, not to mention the ripple effect the bases. When the time is right, we will be in a Among other initiatives, these visionaries of the city’s 375th anniversary in 2017, conditions great position to hit a grand slam. That time focused on improving Québec’s road network in were ripe to ensure that Montréal would enjoy its is coming!” order to encourage our American neighbours to most successful year ever in 2020 in terms of Yves Lalumière, consider Québec as a must-see destination, just tourist numbers. across the border. The organization worked to President and CEO promote the city—fiercely anti-prohibition at the time—as the epicentre of entertainment, with its Shockwave Facing the shockwaves whiffs of alcohol, frenzied jazz, bustling cabarets In February 2020, Tourisme Montréal was set to reap and irresistible charm. Echoing the onslaught of the coronavirus, layoffs the rewards of its efforts and to continue its forward came in waves, resulting in the departure of about In the wake of the First World War, the end of momentum. On March 16, three days after the Legault half of our workforce. the pandemic in 1921 propelled the Western government announced the lockdown, the launch of world into a new era and paved the way for the a major world figure skating competition promised to “Even though it was absolutely necessary to keep decade known as the Roaring Twenties, creating generate a wealth of economic benefits for Montréal. Tourisme Montréal afloat, laying off some of our a climate of unprecedented economic, cultural But the staggering progression of the coronavirus on people was the most difficult thing for me in 2020. and social vibrancy. The rest, as they say, Québec soil threw a spanner in the works of this On the other hand, our best move was the way we is history. massive boom. The general lockdown forced the managed our employees. The support programs, organization to redirect its efforts and go into crisis including our goodwill program, gave them the best Now, 101 years after the founding of Tourisme management mode to plug the gaps that were possible conditions to get through the crisis.” Montréal, history took another dramatic turn. opening up on all fronts. Canada closed its borders, particularly with Bastien Biron, its neighbours to the south, in the hope of Tourisme Montréal needed to protect its assets, Vice-président — Finance and Administration stemming the spread of the coronavirus. support its members, strengthen its ties with its Soon after, most countries followed suit, causing partners and rethink its role in the city’s ecosystem the world’s economies to buckle and the tourism and economy—with its employees top of mind. industry to grind to a halt, forcing populations to turn in on themselves.

09 We made use of the emergency wage subsidy Helping our members The power of foresight program and the time-share program of the federal government, and we offered full protection to our face the turmoil Long before the pandemic broke out, Tourisme remaining employees. We took steps to detect signs Tourisme Montréal reaffirmed its commitment Montréal and its Board of Directors established a of psychological distress in our colleagues and their to its members—from restaurateurs, merchants reserve fund to preserve the organization’s financial families. We reached out to team members suffering and hoteliers, to event organizers and small business capacity in the event of a disaster. This far-sighted from loneliness through call blitzes, provided owners of all stripes. The collateral effects of the strategy allowed us to minimize layoffs, keep our emergency loans to colleagues in need, and pandemic on the industry were extensive. Some heads above water, and have the flexibility needed arranged teleconsultation calls for co-workers owners of small and medium-sized tourism-related to continue to support our members. experiencing distress. businesses were forced into bankruptcy, while a In the fall of 2019, Tourisme Montréal invested in its staggering number of workers lost their jobs, some “For me, the glass is half full rather than half empty. computer system to facilitate telecommuting. deciding to retrain or change careers. This mass It’s all about getting the job done and doing our In February 2020, management presented its Risk departure represents a huge loss of specialized best with the resources at hand, looking out for the Management Plan to the Audit Committee, which talent for our sector, which will have unavoidable well-being of our employees, and preparing for the included contingency measures in the event of a consequences on the recovery. recovery so we’re ready when the conditions are pandemic. A month later, our staff took a crash course right to fill the other half of the glass.” In addition to becoming part-time epidemiologists, in teleconferencing platforms such as Teams and Maryse Landry, keeping an eye on the delicate balance between new Office Online, which have become indispensable Director of Human Resources outbreaks, the perpetual lockdown-deconfinement tools in our daily work. Thus, we were able to help cycle, sanitary measures, the emergence of new some of our members organize hybrid (virtual and Taking the virus by the horns variants, and the fluctuating pace of vaccine face-to-face) events. deployment, we developed, almost overnight, As the virus was silently spreading through the a keen expertise in all manner of support programs. Tourism in lockdown mode population, Tourisme Montréal was offering support Starting in April, we took stock of the situation and and a glimmer of hope to its members. This was not helped members understand the full range of Before the second wave hit Montréal at the end a time to throw up our hands in despair or panic. assistance programs available to them. It was of September, we refocused our actions on local Once the initial shock wore off, we went into rescue imperative to make the various levels of government tourism, turning Montrealers into “transient visitors”, mode, introduced a broad range of initiatives, and aware of the need to financially support Montréal’s while adapting our own programs to the new reality. transformed our promotional activities into survival tourism industry so that the tourism offer, We increased the number of representations to the strategies adapted to our members, sometimes on painstakingly built over decades, would remain three levels of government to meet the urgent needs a case-by-case basis. We worked tirelessly with viable once the crisis was over. of our members. Forecasting tools were developed industry players on the ground and strengthened for them, even though it was impossible to predict our ties with our partners. with any degree of accuracy the progress of the coronavirus and its variants. “Seeing our industry and our ambitious plans fall apart overnight was brutal and heartbreaking. As business tourism had virtually collapsed, It was like having to learn how to walk all over again. we rallied around our members, including the Palais We rallied together and focused all our attention des congrès and hotel associations, to provide the on the industry players.” best conditions for postponing events without penalty, a measure that was greatly appreciated by Patrizia Dri, our clients and resonated right across the industry. Director of Member, Industry and Partner Relations We formed a sanitary committee with all Montréal stakeholders to establish a sanitary code spanning the entire visitor journey.

10 We also organized advisory committees with Standing up in unison specific client groups in Canada and the United States to identify their specific needs. The year 2020 was marked by cooperation and collaboration. Tourisme Montréal worked tirelessly These measures sent the signal that Tourisme to implement a transversal approach, while acting as Montréal was well prepared, solid, confident the industry’s voice. More than ever, we worked and reassuring. closely with the City of Montréal, the Board of Trade of Metropolitan Montréal, government authorities “What shook me the most in 2020 was the utter and our other partners to safeguard our industry disarray, both among our employees and our and obtain the financial assistance made available members. It was also the disconcerting lack of through government programs. All stakeholders in human connection, of face-to-face meetings, the municipal and provincial sectors recognized the caused by isolation and working remotely—the lack importance of working together to emerge from the of spontaneous conversations around the coffee crisis as quickly as possible, while putting all rivalry machine. On the other hand, telecommuting has aside. The contribution and expertise of each proven to be a powerful tool when mixed in with industry player was praised. By speaking with a few days of actual face time.” one voice and respecting Montréal’s DNA, Mylène Gagnon, our effectiveness went into overdrive. Vice-président — Sales, Meetings and Conventions At the beginning of 2020, Montréal’s tourism sector Getting ready to reboot business had the wind in its sails, and we are confident it will bounce back because it was able to protect its tourism... between two waves assets—95% of our members are still active—and adopt ways of doing things based on synergy, In October 2020, we were set to relaunch Montréal’s partnership and multilateralism. The new approach tourism offer in cooperation with numerous partners. implemented by Tourisme Montréal, which proved In order to reassure those business clients who were essential during the crisis, will last beyond planning to come to Montréal in the medium term, the pandemic. we adopted highly flexible measures, including the waiver of cancellation clauses from contracts until “In 2020, the inability to clearly see the short-term 2022. We offered financial support to hoteliers and future of tourism in Montréal was difficult and service providers, while guiding them in the challenging. The strategies in place had to be transition to hybrid formats in consultation with rethought from one week to the next given the Montréal start-ups specializing in this area. volatility of the situation. We had to be very nimble We listened and were present on the technological, and adapt to this exceptional context of endless financial, health and human levels. false starts, while maintaining the optimism of all stakeholders. We were in danger of losing what we had built with all our hearts over the years. ” Manuela Goya, Vice-president — Destination Development and Public Affairs

13 Once a champion, What’s good for tourism The concept of always a champion is good for Montrealers harmonious destination Given its financial strength and the foresight of its We leveraged our power of influence to launch In the spirit of the movement toward mindful tourism management team, Tourisme Montréal was busy in projects that will benefit both residents and visitors. that emerged long before the COVID-19 pandemic, 2020 managing the crisis and planning for recovery In the short term, we are working closely with Tourisme Montréal is evolving towards a more at a time when most tourism boards in North America hoteliers to rethink the experience for residents, who proactive and strategic role in the area of destination were struggling to survive. have suddenly become visitors in their own city. management, one that promotes harmony between In particular, we partnered with the City of Montréal residents and tourists in order to integrate tourism “In the event of a crisis, sectoral and regional and the Quartier des spectacles to revitalize the flows organically into the local dynamics. Our growth associations are crucial. We consolidated our role downtown core, while micro-city centres are being plans must remain on a human scale and benefit the as a catalyst and ambassador by publishing open created in several other parts of the city. In the short entire Montréal community. By focusing on letters to make governments and the public aware term, we must ensure that we create products that economic, social and environmental aspects, of the importance of protecting the players in encourage Montrealers to get out of their they will be in line with a sustainable development Montréal’s tourism industry. ” neighbourhoods and reconnect with the approach and consistent with the United Nations’ Yves Lalumière, downtown area. objectives on the matter. President and CEO Consultation mechanisms were devised throughout Following a reflection on sustainable development In some ways, the pandemic highlighted the the year: discussion tables, roundtables, revival initiated in 2019, we launched a series of initiatives to importance of being part of a group and an committee, youth leaders committee, events develop local tourism in the various neighbourhoods ecosystem: our increased role as a catalyst and committee, product committee, catering committee, of Montréal that promoted the cultural, social and ambassador underscored the value of our and so on. commercial development of the boroughs. organization to our members, especially in the absence of business opportunities. In 2020, we “As the summer of 2020 was approaching and there Tourisme Montréal is advocating a paradigm shift affirmed our leadership and our members turned were no tourists in sight, we called on Montrealers towards destination-friendly tourism, firm in its belief to us spontaneously as a trusted source of help to encourage local businesses—restaurants, shops, that tourism-related investments must also enhance and information. hotels, artists, and designers—by inviting them to the quality of life of residents. We have therefore become ephemeral tourists. Why not take a proposed to the elected officials of the boroughs The crisis democratized business tourism while mini-vacation in your own city to explore every to run tourism diagnoses in their neighbourhoods in demonstrating the significant impact and spin-offs nook and cranny of this huge playground? order to develop mindful tourism products—from of this sector on a destination like Montréal. Montrealers answered the call and, between two neighbourhood celebrations, to local produce Many players in our ecosystem depend on business waves of outbreaks, a small tidal wave of local markets, to the Sainte-Catherine Street Festival—that tourism—from florists and restaurant owners, to set tourism swept over the city. No matter what benefit Montrealers all the while promoting the designers, space leasers, limousine services, bus happens, we will never give up! ” city abroad. rental companies, bar owners and coffee Emmanuelle Legault, shop owners. Vice-president — Marketing and Strategy

If our members instinctively turned to us in April for Too often underestimated, the contribution of the help and solutions, it is because of the bond of trust tourism industry to the economic health of a major that brought us together even before the crisis. Just city like Montréal is invaluable. The effects of the as Mr. Legault and Mr. Arruda held their now-famous pandemic on the vitality of the city are irrefutable daily 1 p.m. press briefings to keep the public proof of this. informed, we held regular meetings with our members to reassure them, support them and provide them with the tools they needed to deal with the crisis, a role that has been deeply embedded in Tourisme Montréal’s DNA since 1919.

14 The advent of Travel as an antidote to isolation – Back to the future Vaccines against COVID-19 have proven effective, “experiential binging” but to counter the long-term effects of isolation due 1918 and 2020: two pandemics followed by a decade to the global health crisis, tourism will prove a The average savings rate of Canadian households of spectacular growth. This is the scenario on the powerful remedy. Citizens everywhere will want to has jumped from 3% before the pandemic to 15% in horizon. Although there are many essential lessons to inject themselves with a healthy dose of rewarding 2020. As a result, purchasing power will be higher be learned from the current health crisis, we must not travel experiences to broaden their horizons again and travel spending is expected to increase lose sight of the fact that pandemics are momentary and recharge their batteries. Travel will counteract accordingly after the pandemic, in Canada blips in history, and that they are usually followed by the effects of these distressing times, which will soon as elsewhere. periods of tremendous vitality and newfound be a thing of the past. freedom—a pendulum swing in the Like the “Roaring Twenties” that followed the Spanish opposite direction. flu pandemic in 1918, we may be in for what Pierre Back in force Bellerose, former vice-president at Tourisme In 1919, Tourisme Montréal’s mission was to bring Montréal and president of MTLab, calls “experiential In 2019, Montréal was a world-class city with 150 together the various players in the Montréal tourism binging”. The consumer savings rate has increased direct air links, a state-of-the-art cruise terminal, ecosystem by offering them the best possible fivefold in the past year. When we can cross borders two airlines, a rich and diverse gastronomic offering, visibility outside of Montréal through advertising again, gather together and travel more freely, a host of festivals and sporting events, and an campaigns and events promoting the city as a spending on travel and culture is likely to explode. exceptional religious heritage. must-see travel destination. In 2020, we have not lost sight of this mission. We will continue to support our The experiential binging phenomenon will have In 2020, Tourisme Montréal kept 95% of its members. members and play our role as an ambassador, a significant impact on the service sector, particularly This slight decrease is mainly due to the permanent pathfinder and big brother with heart and in the areas of cultural products, tourism and food. closure of businesses, including a large number of determination, to make our industry shine brightly People in the western world will long for meaningful restaurants. Some of our members chose to reorient once again. experiences, as the lockdown and the isolation it themselves or merge with other businesses. brings have had their toll on them. As an affordable, After a year of daunting challenges, it is time for friendly and diverse city of culture on a human scale, Montréal’s tourism sector will put people and their action and a fresh new start. Standing on the Montréal will be well positioned to take advantage of physical and sanitary safety first. Tourisme Montréal shoulders of our past successes, we will ready the renewed travel craze. is calling for organizational responsibility and sectoral ourselves for the recovery, as resilient and coordination to ensure everything will be back up confident as ever. and running when the time comes. In order to rebuild visitor confidence as quickly as possible, our industry must demonstrate its ability to protect visitors and residents as well as its workers and suppliers.

“There is a crack in everything. That’s how the light gets in.” LEONARD COHEN

17 Tourism industry performance and economic impacts

We estimate that Montréal This substantial decrease in welcomed 2.75 million tourists1 tourism took a very heavy toll in 2020, a 75% drop compared on Montréal’s hotel sector: to the previous year.

The hotel occupancy rate on the Tourism spending island of Montréal went from 74% plummeted by 84%, in 2019 to 21% in 2020, a decrease to stabilize at $767 million. of 53 percentage points.

The average hotel room rate on the island of Montréal shot up 26% to $143 compared to 20192.

International tourism, which plunged by 88% compared with 2019, was the most heavily impacted sector due to the travel restrictions enforced as of The number of inbound and March 2020. outbound passengers at the Montréal-Trudeau Airport fell by 73% in 2020 to settle at 5.4 million3. Significant economic impact of the pandemic

Direct and indirect impact of 2020 tourism spending in the Montréal region for all of Québec4. The federal government cancelled Decrease in gross the 2020 cruise season across domestic product ($) 2.4 billion Canada. The year prior, 76 cruise ships docked in Montréal for a Job losses 45,000 total of 111,600 passengers and crew members. Decrease in payroll 1.574 billion expenses ($)

1 Definitions: • Tourist: Person who travels outside their place of residence for at least one overnight stay, but for less than a year, and uses commercial or private accommodations. • Day-tripper: Person who completes a 40-km round-trip minimum from their place of residence in the same day. • Visitors: Term used to describe tourists or day-trippers. 2 Source: Estimates based on figures from the Conference Board of Canada and Tourisme Montréal 3 Source: Hotel Association of Greater Montréal (AHGM) 4 Source: Hotel Association of Greater Montréal (AHGM)

19 Member, active members industry and 850 in 2020 partner relations Specific COVID-19-related actions

Created a virtual COVID-19 Updated the MTL resource centre for tourism Specialist content.. companies.

Implemented a “720° Safety Created a forum (Facebook group) Protocol” per industry sector, to give members a chance to available in the same virtual connect with each other and stay toolbox. in touch.

Came up with a new edition of MTLàTABLE to promote Montréal’s culinary scene, which will complement the traditional concept in 2021.

New in 2020 Introduced discussion groups to Held monthly webinars to rally support companies and respond the tourism industry around the to their needs. common goal of safely relaunching tourism (leisure and business strategy).

Number of Event Date(s) participants Prix Distinction March 11, 2020 300 30 discussion groups Multiple 300 Repartir à neuf, pas à zéro webinar May 7, 2020 250 Annual General Assembly (webcast) May 29, 2020 145 720° Safety protocol webinar for industry partners June 10, 2020 200 Jump Start Summer July 7, 2020 175 720° Safety protocol webinar for the business market August 19, 2020 100 Looking ahead to 2021 (webcast) September 22, 2020 250 Member Christmas Party (virtual) December 9, 2020 185

21 Destination Development and Public Affairs Cultural tourism Jump Start MTL ● Pursued cultural tourism initiatives according to the ● Co-developed the Strategic Forum on Tourism with terms of the Entente sur le développement culturel The Chamber of Commerce of Metropolitan de Montréal (Ville de Montréal and Ministère de la Montréal. The goal was to identify priority actions to Culture et des Communications). maintain our assets and foster conditions to successfully relaunch the tourism industry. ● Showcased public art: artpublicmontreal.ca website; created the Sur les murs du Plateau podcast ● A collaborative effort that united close to 600 featuring 10 murals in the Plateau-Mont- participants and nearly 30 industry panelists. Royal neighbourhood.

● Conducted studies on the development and Activities with MT Lab tourism potential of the boroughs of Plateau-Mont- ● Pursued activities with MT Lab, the first innovation Royal and Verdun (Cultural neighbourhoods). incubator dedicated to tourism, culture ● Managed meeting assistance program. and entertainment. Tourist Welcome Office Sustainable tourism ● ● Exceptionally this year, the guide and the official Kicked off of the “sustainable city” project, which tourist map were not produced. aims to create a policy framework for promoting sustainable tourism in Montréal. ● Processed 2,934 requests for information from January to March and July to September, inclusively. ● Was included on the Global Destination Sustainability Index, which benchmarks Montréal’s sustainability performance and creates healthy Financial aid program competition between participating destinations. ● 2016-2020 Regional Tourism Partnership Agreement Montréal became the first Canadian city (EPRT), in collaboration with the Ministère du to join the GDS-Index. Tourisme: Three additional projects were also granted ● funding, which concluded the 2016-2020 agreement. Held consultations within the industry on developing a strategic policy framework for sustainable tourism. ● 2020-2022 Regional Tourism Partnership Agreement (EPRT), in collaboration with the Ministère du Tourisme: Launched Component 1 of the agreement that offered support to small-and-medium-sized tourism business during the 2020 season to ensure that spaces for tourists and employees in eligible tourism businesses met safety protocols introduced by the Gouvernement du Québec (or one of its partners).

● Digital Development Agreement for Tourism Businesses (EDNET): Ten additional projects received funding in 2020. This funding was provided to help tourism businesses identify digital development issues and launch digital development projects.

23 Financial assistance program for international events, festivals and exhibitions

Event Amount Event Amount Art Souterrain $20,000 Les Lauriers de la Gastronomie Québécoise $19,500 Artch - Art contemporain émergent $250 M for Montréal $10,000 Black & Blue Festival $6,000 Marché de Noël de Montréal $9,750 Blue Metropolis Festival $6,500 McCord Museum – Christian Dior $10,000 C2 Montréal $58,500 Mega + Migs $10,000 Cabane Panache et bois rond Festival $9,750 Merry Montréal $21,000 Conférence de Monréal $6,750 Metro Métro – Hip-Hop Music Festival $9,000 Contemporary Native Art Biennial (BACA) $3,250 Montréal Chamber Music Festival $2,250 DreamHack Canada Inc $1,000 Montréal Électronique Groove $2,000 Eurêka! Festival $2,250 Montréal en Histoires - Cité mémoire $25,000 Fabienne Colas Foundation Festival MONTRÉAL EN LUMIÈRE $325,000 $500 Haiti en Folie Montréal First Peoples’ Festival $2,500 Fantasia Festival $10,000 Montréal International Black Film Festival $750 Festival Bach Montréal $1,000 Montreal Museum of Fine Arts – $22,750 Festival du nouveau cinéma de Montréal $45,000 Paris in the Days of Post-Impressionism Festival Halloween Montréal $1,000 Montreal Museum of Fine Arts – Riopelle $17,500 Festival International de Jazz de Montréal $120,000 Montréal Pride Festival $13,500 Festival International Nuits d’Afrique $5,000 MTL en Arts $625 Festival LASSO $1,500 Mundial Montréal $5,000 Festival Mode & Design $9,000 MURAL $10,000 Festival Mondial de la bière $6,750 MUTEK $6,000 Festival Quartiers Danses $1,000 National Congress of Italian-Canadians $2,850 (Italian Week) Festival TransAmériques $38,250 Noël dans le parc $5,000 Festival TRIBUTE - $500 Hommage aux spiritueux du Québec Orientalys Festival $500 First Fridays $2,250 Osheaga Music and Arts Festival $15,000 Fondation Québec Cinéma $12,000 OSM - Classical Spree $3,000 Go Bike Montréal Festival $15,750 Phi Centre – Emergence et convergence $5,000 Grand Montréal Comique $1,250 Phi Centre – Portal $7,500 Grands Prix Cycliste de Québec et de Montréal $7,000 Piknic Électronik $13,500 HUB Montréal $12,500 POP Montréal International Music Festival $2,500 IGLOOFEST $75,000 Printemps numérique $19,500 îLESONIQ $4,000 Rencontres internationales du documentaire $1,000 de Montréal International Festival of Films on Art $8,125 Startupfest $12,500 Invasion Cocktail $2,250 TOHU - Montréal COMPLÈTEMENT CiRQUE $25,000 Jackalope $1,000 Vues d’Afrique $3,250 Just For Laughs Festival $100,000 Week-ends du Monde in Parc Jean-Drapeau $3,750 La Ronde - International des Feux Loto-Québec $6,250 Zoofest $13,500 Les francos de Montréal $23,750 Total $1,270,550

24 Marketing, Communications and Information Technology Awards Social Media and honours Increased number of subscribers on social media platforms and maintained an excellent engagement rate 334,288 Applied Arts subscribers Award for the (+4% over 2019) Mini #MTLmoments initiative 296,530 subscribers (+10% over 2019)

English account @montreal 169,773 (+0.2% over 2019)

French account @monmontreal 91,543 (+1.0% over 2019)

17,100 subscribers (+15.5% over 2019)

27 Advertising campaign Business targeting Montrealers communications

JUMP START SUMMER PCMA CONVENING LEADERS CONFERENCE Montréal is back. Let’s play. ● Launched the Guaranteed Success Pledge during ● COVID-19 post-lockdown campaign. the PCMA Convening Leaders Convention in January. ● Rolled out from July 6 to August 31, 2020. ● In addition to the usual Breakfast in Bed and Spa ● Targeted Montrealers and intra-Québec tourists. Event, Montréal partnered with two new Montréal ● The goal of the campaign was to help jump start companies, LocketGO and Les Cabinets. local tourism and promote post-lockdown tourism options in order to generate room nights and encourage short-term spending.

The Guaranteed So many more reasons Success Pledge to MEETINGS.MTL.ORG/SUCCESSPLEDGE book your next event In Montréal, your event is bound to be a roaring success. Numbers / Highlights We are so sure of it that Business Events Montréal is launching in Montréal. the first-ever Guaranteed Success Pledge, the only one in the industry made possible by Montréal’s one-of-a-kind offer. DIRECT FLIGHTS TO TRANSPORT HOTELS LANGUAGES ● The Amazing service in both languages. A rallying cry taken up by major industry partners Stellar Convention centre at + 747 150 airport attendance. a fixed exchange rate. shuttle Over FRENCH Guaranteed. Guaranteed. cities $10 25K ● hotel rooms + ENGLISH Increased traffic on hotel sites (+28%) and Delegates love the city for its vibrant Host your conference at the award-winning culture and creativity. Palais des congrès de Montréal. SEASONS FOR ALL PASSIONS 4 lines CULTURES Your organization will love it for the stellar We guarantee the same exchange 68 metro conference attendance and solid bottom line. rate as when you reserved. A city Creative venues (subway) for every style Passeport MTL partner attractions (+60%) For the past three years, attendance forecasts Carbon neutrality and accessibility delegates stations for meetings was clocked at 107.5%. guaranteed. will love We’ll honour our financial commitment to Modular spaces, urban art and the anticipated number of attendees. a stunning rooftop patio. in every Canada’s during the campaign. season 20 mi. culture A GREEN CITY underground walkway capital

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More value for Montréal is closer Montréal as your buildings and + n downtown a Marked interest shown by the population of your money than you think giant playground tons of green 110 spaces A day of meetings can cost up to YUL Montréal–Trudeau International A spellbinding array of annual INNOVATION 84% less than in some major US cities. Airport is less than a two-hour flight festivals, a thriving foodie culture for over 170 million Americans. and an enviable artistic scene. $41 The exchange rate on the US dollar A TEAM THAT DOES IT ALL A place Montréal and the rest of Québec: nearly 82K steadied at $1.30 for several years – Over 70 downtown hotels just First North American UNESCO 12 miles that’s 30% more food and fun for 12 miles away via express bus and City of Design. Planning is a breeze 15-30 min. with a dedicated CMP where the money! easy transportation. Delivers big-city experiences International organizations can claim a with small-town hospitality. and a whole team of innovation rebate of up to 100% of the tax (GST/ industry experts. clicks on our media placements (+60% over QST) on conference-related expenses. thrives

target objective); more than 50K qualified visitors To see how it fits your event, visit (+50% over media objective); traffic on mtl.org MEETINGS.MTL.ORG/SUCCESSPLEDGE (from Québec) similar to that of the 2019 campaign.

● Increased collaboration, between external partners, Business Development Corporations (SDC) and the Quartier des spectacles (QDS) as well as within the entire organization.

28 29 Business Business Content communications communications

● Created content for Montrealers that highlighted what to do in Montréal, which was posted on the SAFETY PROTOCOL VIDEO VISITS mtl.org home page and social media platforms.

Montréal, from a distance ● ● Created a visual identity and tool kit to Partnered with the QDS to encourage Montrealers to take advantage of downtown’s cultural and communicate the 720° Safety Protocol. ● Produced 27 individual videos entitled Montréal, from a distance for our hotel partners to enable dining activities. Many different types of content business clients to see hotels and meeting sites were created for this purpose. available for their events remotely. Content highlights ● Produced two generic videos, one for events with over 500 people, the other for under 500 people. ● .Adapted and updated content for the COVID-19 lockdown and post-lockdown on all Tourisme Montréal platforms.

● Held three MTLsocial events during the year with the following partners: Art Souterrain, Fitz & Follwell, the QDS and the SDC Chinatown.

30 31 Media Relations and travel professional networks

MEDIA RELATIONS LEISURE MARKET

Launched Season 3 of the Somebody Feed Phil show ● Participated in the TRADEX committee with on Netflix, with Phil participating virtually alongside Destination Canada to study pan-Canada three renowned participating chefs and Lesley advertising possibilities in partnership with the Chesterman hosting. ARF (Association des forfaitistes du Québec) to create the greatest number of packages possible ● 489 media outlets and other media professionals that included Montréal as part of the Explore and partners participated. Québec program, subsidized by the Gouvernement ● Spin-offs in increased visibility from the Montréal du Québec. episode estimated at $22M. ● Held 14 webinar training workshops, participated in important trade shows such as Travel Week (Virtuoso network), Travel & Leisure and Bienvenue Québec. During an eight-week period, the entire company collaborated on the creation of a winter tale. Written, ● Sent out monthly newsletters, promoted the illustrated, translated, printed and recorded as a Montréal Destination Specialist training program. podcast, it was included in 75 personalized VIP boxes sent to the most important media outlets (25 in CRUISES Canada, 25 in France and 25 in the United States). ● Sent out newsletters. ● Out of 90 packages mailed, including 75 to the media and 15 to cruise lines, 47 recipients confirmed ● Participated in the Travelweek virtual tradeshow, their commitment to coming to Montréal as soon attended by the network of agents in the luxury as possible. travel niche market. ● Promoted the Montréal Destination Specialist training program. Cuisine Impossible: broadcast twice, the show took viewers on a discovery tour of a healthy, green and ● Sent the Montréal Winter Tale to important cruise inspiring city with authentic culinary experiences led line directors. by Chef Juan Arbelaez and Pierre Faucher, owner of ● Participated virtually in the Seatrade trade show. Sucrerie de la Montagne.

2020 Results 2020 Results Media Relations 2019 2020 Cruises 2019 2020

Media mentions 725 70 Media mentions 6 1

Advertising value $21M $13M Advertising value $171K $139K

Increased visibility in dollars $48M $35M Increased visibility in dollars $372K $344K

32 Information technology and digital platforms

● Created and launched a Marketplace to encourage Montrealers to take full advantage their city via using Tourisme Montréal platforms. ● Redesigned the mtl.org home page to promote activities in Montréal for Montrealers and Québecers.

● Created an entirely new digital Passeport MTL.

● Implemented IDSS, our new specialized destination management CRM. Migrated information and protocols for meeting management, sports events and convention services. A new extranet, which can be directly accessed from the Espace membres, is now available to respond to business opportunities.

● Continuously enhanced the security options of our different environments and systems and adapted them to the growing needs created by the general shift to telework.

34 Sales and Convention Services

Achievements Activities The team confirmed 109,441 new room nights, American Market including the President’s Cup event, which will ● generate 30,000 room nights. The Canadian and San Francisco: Professional Convention Management international markets have become increasingly open Association (PCMA), Spa Event à la Montréal. to booking smaller groups. ● San Francisco: Professional Convention Management Association (PCMA), Breakfast in Bed à la Montréal ● 25,565 room nights for the Canadian market. with room service. ● 29,258 room nights for the international market. ● Consultative Committee. ● 15,281 room nights for the American market. ● PCMA Brain Date. ● 39,337 room nights for the sports market. ● CESSE Annual Meeting. Major new confirmed meetings ● Holiday Showcase. and sports events ● ● Campus Party – 2021, 2022, 2024, 2033, Virtual Thanksgiving Event. 5,000 delegates each year. Canadian Market ● International Society for Advancement of Cytometry – 2023, 1,900 delegates. ● Wellness Seminar.

● IEEE - Ultrasonics, Ferroelectrics & Frequency ● Consultative Committee. Control Society - 2023, 1,900 delegates. ● PCMA Canada East Chapter. ● One Young World Summit – 2024, 2,000 delegates.

● President’s Cup – 2024, 3,200 delegates. ● Virtual Event – Cuisine. In addition, more than 343 new business opportunities ● CSAE Annual Meeting. were identified for a potential 407,338 room nights. International Market 2020 Groups ● United Kingdom Event – Virtual Wine Tasting. 344 anticipated groups: 197 cancelled groups, 92 rescheduled groups and 55 booked between ● ICCA International Congress and Convention January and March. Association Congress. ● IBTM, The Global Meetings & Events Exhibition. Groups Groups postponed cancelled Convention Services per market per market ● 55 conventions, meetings and sports events hosted Canada 28 96 between January and March.

International 16 31 ● Fam Tour.

Sports 4 23 ● In February 2020,16 potential clients took part in a United States 44 47 fam tour as part of the business campaign. Total 92 197 Safety Protocol In April 2020, a safety committee was created to implement a “720° Safety Protocol” for the destination. Montréal was the first city in Canada to adopt a safety protocol with the launch of its video in August 2020.

37 Human Resources

2020 Summary Human Resources ● We adopted the following guidelines to help us in our in numbers decision-making process throughout the pandemic: safeguard the organization’s financial capacity; treat our members with consideration and respect; be fair % with our employees and maintain our key staff. 85 Employee satisfaction rate with ● In January, the organization provided all staff executives’ management of crisis. with training on videoconferencing and cloudcomputing basics. ● Telework was implemented and adopted % company-wide. 56 ● A three-day week was adopted. Turnover rate, of which 25% were voluntary departures. ● Several positions were abolished following a three-phase reorganization. % Highlights 60 Human Resources management successfully Hours worked for the 40% implemented the following policies and programs of employees who remained. so that we could retain most of our staff: ● The Canada Emergency Wage Subsidy (CEWS). % ● A shared work program that ended April 30, 2021. 37.5 ● A subsidy from the Programme actions concertées Full-time equivalent (FTE) positions pour le maintien en emploi (PACME) to improve staff’s between April and October. technological skills and provide training on sustainable development, improve remote management skills and the ABCs of employee % recognition. 15 ● Revised and adapted many policies. Average cut in a manager’s salary for a full week. ● Joined a health and safety mutual plan. Despite the difficult circumstances, we introduced the following new initiatives: ● A Safety and Back-to-Work Protocol (summer 2020). 4 New employees welcomed and ● An Employee Engagement Survey via a new integrated into the company at interactive platform. the height of the pandemic. ● A review of annual evaluation tools that encouraged “dialogue” over “evaluations” to discuss achievements, issues and challenges.

● 2 Means to keep in touch, even with people on paid Babies born in May leave: held teambuilding activities at Christmas, and December. management delivered gifts to employees’ homes, hosted virtual theme cocktail parties as well as the Health and Wellness Challenge.

39 2020 from the inside

“I’d just spent the last two days “Producing this annual report “The pandemic taught me that contacting employees we had to was by far my favourite project: even in times of distress, when let go and delivering their telling the story of this we’re in a total slump, you can personal effects. My heart was so “extraordinary” year so that still create little pockets of heavy, and I was worried we’d future generations would know happiness to keep despair at bay. never find that unique ambiance how used creativity to overcome What do I love? The comfort of at Tourisme Montréal again. Then, adversity, our incredible team my home with my dogs at my feet during an employee spirit, our unconditional love for and knowing that I am totally videoconference, a colleague Montréal, our resilience and the equipped for teleworking, cracked one of his typical jokes. strength of our executive team. enjoying early mornings in my Our CEO laughed so hard he was Given all that we’ve lived through, kitchen because I won’t be in tears. Right then and there, I we owe it to ourselves to wasting time in public transit and knew we would pull through this.” remember everything we’ve knowing that I can make meals for my family and enjoy longer Dominique Groleau-Roy, accomplished and be proud. If Coordinator, Administration this legacy can help educate, evenings and relaxed walks in a and Human Resources guide and maybe even inspire discovery-worthy other people one day, then I neighbourhood. I loved starting would say our mission has been the day off with my team, accomplished!”. creating the Montréal winter tale Marie-Claude Prévost, from scratch, from the Production Manager, illustrations to the podcast and Communications being able to offer clients who and Interactive Media were isolated a little something to cheer them up over the holidays. I concentrated on the micro moments of happiness, the people I love and the knowledge that I still had my job and was not in the street.” Monica Orr, Team Leader, Media Relations and Travel Professionals

40 41 Finance and Administration

Protecting Governance our assets Committee ● Protecting both our human and ● Approved postings for members financial resources in addition elected by the General Assembly. treating employees and members ● Reviewed member candidates. considerately and respectfully was top of mind throughout our ● Recommended members to be decision-making process. appointed by the Board and approved by the General ● Regularly revised budgets to Assembly. adapt them to the rapid changes ● Created a competency self- brought on by the pandemic. assessment tool for members.

Achievements Audit Committee ● Managed cash flow as well ● as member equity. Tracked quarterly results and revised budget forecasting. ● Implemented a plan ● to reduce spending. Made recommendations to the board on the 2020 financial ● Researched and applied for statements and 2021 available government aid. annual budget.

● Issued a recommendation to the auditor’s Board of Directors to address the General Assembly.

43 Financial data Summary results for year ending December 31

2020 2019 Écart Products $millions $millions $millions Accommodation tax 9.9 40.0 (30.1) Public funding 6.6 4.2 2.4 Private funding 0.9 7.5 (6.6) AITQ contribution (note 1) 1.5 6.0 (4.5) Product total 18.9 57.7 (38.8)

Expenses Marketing and advertising 14.3 38.6 (24.3) Contributions to events 1.5 10.5 (9.0) General management, administration and IT 2.0 2.5 (0.5) AITQ contribution (note 2) 1.5 6.0 (4.5) Total expenses 19.3 57.6 (38.3) Excess of revenue over expenses (0.4) 0.1 (0.5)

Notes : 1- During the year, Tourisme Montréal received a contribution corresponding to 15% of the accommodation tax from the l’Alliance de l’industrie touristique du Québec (AITQ) to promote the destination in markets outside of Québec. 2- Under its agreement with the Ministère du Tourisme, Tourisme Montréal contributes an amount equivalent to 15% of the AITQ accommodation tax to promote the destination in markets outside of Québec.

Tourisme Montréal 2020 Revenue Accommodation tax 52 % Public funding 35 % AITQ contribution 8 % Private funding 3 %

Breakdown of 2020 expenses per main category Marketing and advertising 74 % Contribution to events 8 % General management, administration and IT 10 % Contribution to the AITQ 8 %

Due to border closings and bans on gatherings in 2020, activities and efforts were focussed on the intra-Québec market with investments that would generate the most economic spin-offs for Tourisme Montréal members and the entire tourism industry during this exceptional year.

Detailed financial statements for Tourisme Montréal can be found here mtl.org

44 Tourisme Montréal’s Board of Directors

As of December 31, 2020

Members of the Board of Directors Special Committtees Member participation on Board of Directors and Special Committees Myriam Achard Johanne Marcotte Audit Committee Below is the member attendance per meeting for the Board Director, Public Relations Vice President, Operations, Retail Lucie Chabot (Chair) of Directors and Special Committees. and Communications Ivanhoé Cambridge Yolande James Centre Phi Jean-François Pouliot Robert Mercure Philippe Sureau Board Human Governance Audit Marie-Eve Brunet President and CEO of Directors Resources General Manager Société du Palais des congrès Ethics and Governance Fédération québécoise de Montréal Committee Members 12 dates 3 dates 7 dates 3 dates des organismes Marie-Josée Neveu (Chair) Achard, Myriam 12/12 1/3 Marie-Josée Neveu communautaires Famille Marie-Eve Brunet Brunet, Marie-Eve 7/12 2/3 Partner Lucie Chabot Chabot, Lucie 12/12 3/3 7/7 Lucie Chabot, CPA, CA Fasken Philippe Sureau Corporate Director Fabre, Bertil 11/12 3/3 Andy Nulman Human Resources Committee Gilbert, Claude 6/6 3/3 Bertil Fabre Corporate Director Johanne Marcotte (Chair) James, Yolande 5/6 3/4 General Manager Myriam Achard Lalumière, Yves 12/12 Le Centre Sheraton Eve Paré Bertil Fabre Maillé, Nathalie 10/12 Montréal Hotel President and CEO Philippe Sureau Association des hôtels Mercure, Robert 9/12 Events and Products Committee Yolande James du Grand Montréal Marcotte, Johanne 7/12 3/3 Lawyer Eve Paré (Chair) Neveu, Marie-Josée 7/12 3/3 Jean-François Pouliot Adina Georgescu Nulman, Andy 12/12 General Manager Manuela Goya Yves Lalumière Paré, Eve 12/12 President and CEO Hôtel Omni Mont-Royal François Lacoursière Tourisme Montréal Marie-Claude Leroux Pouliot, Jean- 12/12 7/7 Philippe Sureau Nathalie Maillé François Nathalie Maillé Cofounder of Transat Andy Nulman Trudeau, Robert 11/12 General Manager and Corporate Director Robert Trudeau Sureau, Philippe 12/12 3/3 7/7 3/3 Conseil des Arts de Montréal Robert Trudeau Conventions Committee Senior Director Jean-François Pouliot (Chair) Global Corporate Sales and Bernard Chênevert Québec Market Mylène Gagnon Air Canada Eric Hamel Diane Labbé Robert Mercure Eve Paré Filomena Picciano Charles Rye Raymond Saint-Pierre

46 Thank you to our partners

Legal deposit Bibliothèque nationale du Québec

Published by Tourisme Montréal 800 René-Lévesque Boulevard West, Suite 2450 Montréal (Québec) H3B 1X9

Content and writing Ronald Clément, Tourisme Montréal

Design, graphic art Boris Martin

Project management Emmanuelle Legault, Marie-Claude Prévost, Lynn Habel

Illustration credits Anne Thomas – TOMA Objects Boris Martin

Photo credits © Eva Blue : pages 1, 2 (bottom photo), 5, 8, 16, 18, 20, 22, 23, 26, 42, 47 et 49 © Freddy Arciniegas - @arcpixel : page 12 © Jean-François Savaria : page 35 © Josée Lecompte : page 36 © Luminothérapie - Entre les rangs - Photo Olivier Gariépy : page 45 (bottom photo) © Monic Richard : page 7 © MU-Ville-Marie-ElMac Gene Pendon (2017) - Photo Eva Blue : page 6 © Murale Mémoire du coeur by Julian Palma produced by MU 2016 - Photo Eva Blue : page 25 © Murale Walla Volo by Ola Volo produced by Le Cartel - Photo Eva Blue : page 15 © Netflix : page 32 (top photo) © Two Food Photographers - Alison Slattery : page 11 © Vieux-Port de Montréal, Miguel Legault : page 33 © Vivien Gaumand : pages 2 and 45 (top photos)

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