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Downloadable Map Or a by the Director of Cultural and Educational Maritime Route

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Downloadable Map Or a by the Director of Cultural and Educational Maritime Route TABLE OF CONTENTS A CORPORATION WITH A HUMAN FACE ........................................................................ 3 HIGHLIGHTS ....................................................................................................................... 5 MESSAGE FROM THE CHAIRMAN OF THE BOARD ...................................................... 7 MESSAGE FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER............................ 8 THE CORPORATION ......................................................................................................... 9 Mandate ................................................................................................................... 9 Governing statutes .................................................................................................... 9 Mission ..................................................................................................................... 9 Products and services ............................................................................................... 9 Social responsibility ................................................................................................. 10 Values ..................................................................................................................... 11 Commitment to quality ............................................................................................. 11 Environmental responsibility .................................................................................... 12 PERFORMANCE ASSESSMENT AND OPERATING REPORT ........................................... 13 Quays of the Old Port .............................................................................................. 13 Performance indicator ............................................................................................ 13 Operating report ..................................................................................................... 17 Montréal Science Centre.......................................................................................... 21 Performance indicator ............................................................................................ 21 Operating report ..................................................................................................... 25 Corporate Services .................................................................................................. 31 GOVERNANCE .................................................................................................................. 37 Board of Directors .................................................................................................... 37 Governance ............................................................................................................. 39 Risk management .................................................................................................... 40 THE ORGANIZATION ........................................................................................................ 42 Senior management ................................................................................................. 42 Human resources management ............................................................................... 44 FINANCIAL RESOURCES ................................................................................................ 45 Financial analysis .................................................................................................... 45 Management’s responsibility regarding the financial statements ............................... 56 Auditor’s report ........................................................................................................ 57 Financial Statements ............................................................................................... 58 Partners ................................................................................................................... 78 OUR EMPLOYEES ............................................................................................................. 79 A CORPORATION WITH A HUMAN FACE The cornerstone of what makes the The experience that a person acquires working at Old Port attractive the Old Port often serves as a springboard to find a job after finishing school. However, it can also The Old Port of Montréal Corporation has been a be the first step in a longer career with the part of Montréal for more than 25 years now--a Corporation. Some of our managers began their quarter century with a presence and changes that careers as seasonal employees. have transformed the face of this major heritage site. However, it is especially the hard work and The Old Port of Montréal Corporation provides a commitment of thousands of employees that first job for some, but it is also a family affair for support this very important recreational tourism others. Although it is still young, it has several site and make it evolve in Montréal. Not even 100 employees with 10, 15, and even 20 years of people worked at the Old Port in the 1980s. service. We even have more than one generation However, their numbers quickly grew in the 1990s of family. From fathers and daughters to mothers throughout the Corporation’s various development and sons, the Old Port is becoming a family phases. When the Montréal Science Centre tradition. opened in 2000, more than 300 people were working for the Old Port—women, men, students, Human resources management and permanent or seasonal, unionized or non- the human management of resources unionized employees. Today, 400 people work for the Old Port of Montréal each year. The Corporation knows full well that people are its most valuable resource. From day one it has These 400 or so people handle responsibilities always tried to ensure that people develop in the related to more than 100 different positions. Due best possible conditions. This is why occupational to the variety of activities carried on at the Old health and safety and ensuring competitive Port, people in a wide array of fields, such as working conditions are some of its key concerns. administration, maintenance, activities, archi- These concerns have resulted in the imple- tecture, accounting, horticulture, museology, logis- mentation of policies that satisfy wage equity and tics, marketing, human resources management, employment equity principles. They also result in security, customer service, information technology the development of safe practices and behaviour. and sales work together. This heterogeneous group of people is the cornerstone of what makes Consideration for human resources is also seen in the Quays of the Old Port and the Montréal the importance placed on training. The Corpo- Science Centre attractive to the public. Thanks to ration has always allowed its personnel to perfect the work of these hundreds of employees, this their knowledge and professional skills via vast group of people, the Old Port can be proud to professional development, on-the-job training, or offer a unique and high-quality experience to specific skills training. Over the years, it has made millions of visitors in summer and in winter. an important shift by allowing personnel to play a significant role in developing processes to identify A first job for some, a family affair for training needs and to develop and deliver training others content. This provides many benefits. Employee motivation, a key element, is improved. The Old Port of Montréal Corporation provides a first job to a hundred or so young people each Team spirit, commit and excellence are three year. Often these are students generally filling mantras that ensure efficient and effective seasonal positions. The Corporation also encou- management. In addition, these values are a rages them to pursue their studies by offering testament to the importance that the Corporation annual bursaries. places on human management. 3/82 The Old Port of Montréal Corporation is more than Key ambassadors and the people who just a place of work. It is a source of attachment have made the Corporation what it is for its employees. People are proud to be part of today this great team and take its achievements and progress to heart. This is why as many employees The hundreds of people who work at the attend bi-annual meetings with senior manage- Corporation each and every day are more than ment as there are people at the annual Christmas just employees. Above all else, they are key to the party and the summer get together. Corporation’s success, not to mention the fact that they are the first people to see exhibitions and remain its best ambassadors Human resources are essential resources. We pay tribute to these women and men who have enabled the Old Port to become a leading player and a site that must be enjoyed in Montréal. 4/82 HIGHLIGHTS The Quays of the Old Port and the Programming That is Always Being Montréal Science Centre are Major Renewed Montréal Attractions The renewal of the Corporation’s offerings, which In 2008-2009, the Quays of the Old Port were is a central part of the 2008-2013 Corporate Plan, ranked among the top three recreational tourism is a constant challenge for both the Quays and the attractions in Montréal and are the most widely MSC. Due to the Corporation’s competitive recognized attraction in the city. After achieving a environment, it must ensure the optimal operation very respectable awareness rate of 91% last year, of the site and its facilities. Partnerships
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