BUILDING VALUE TEDCO CORPORATE PLAN 2008 – 2010

TORONTO ECONOMIC DEVELOPMENT CORPORATION “’S AGENDA FOR BUILDING VALUE PROSPERITY COMMITS US TEDCO CORPORATE PLAN TO BUILDING A VIBRANT, 2008 – 2010 CREATIVE AND INNOVATIVE CITY WITH STRONG LOCAL AND INTERNATIONAL BUSINESS RELATIONS AND INDUSTRIES. WITH PROJECTS LIKE FILMPORT, CANPAR AND THE CORUS TEDCO AT A GLANCE 02 BUILDING, WE CELEBRATE LETTER FROM THE CHAIRMAN 04 LETTER FROM THE PRESIDENT & CEO 06 THE KIND OF VISION AND COMPANY HIGHLIGHTS 08 EXECUTIVE SUMMARY 18 LEADERSHIP THAT ALLOWS REAL ESTATE 24 ECONOMIC DEVELOPMENT 32 THE CITY OF TORONTO TEDCO INITIATIVES 36 BOARD OF DIRECTORS 43 TO PROSPER.” SENIOR MANAGEMENT 47 GOVERNANCE AND FINANCIALS 50

MAYOR DAVID MILLER, CITY OF TORONTO PARTNERS AND RECOGNITION 52 TEDCO AT A GLANCE 3,700 1.8 121 01: TEDCO is Toronto’s urban 04: TEDCO pursues opportunities 08: TEDCO supports entrepre- development corporation, that generate new high-quality neurial job development and ESTIMATED NEW AND MILLION SQUARE FEET OF NEW ACRES OF BROWNFIELD LANDS incorporated in 1986 as a company jobs and increase new industrial skill creation through the support RETAINED JOBS THROUGH NEW PROPOSED DEVELOPMENT RESTORED TO PRODUCTIVE under the Ontario Business and commercial assessment and of business incubation and DEVELOPMENT USE SINCE 1992 Corporations Act and governed investment to support the long- commercialization programs. by its Board of Directors. term prosperity of the City of Toronto. 09: TEDCO strategically and 02: As a leading city builder, proactively encourages invest- TEDCO nurtures involvement of 05: TEDCO’s revenue-generating ment in underutilized, vacant the private sector as well as other business is real estate develop- or brownfield properties, which, orders of government and public ment, and property management in turn, enhances tax revenues + agencies to effectively fulfill and and leasing, which add value to for the City of Toronto. 500 111 implement public policy impera- the City through quality initiatives tives in a business-like manner. in urban design and sustainable 10: TEDCO continuestopioneer ACRES OF LAND OWNED ACRES UNDER development. and take leadership in environ- REDEVELOPMENT 03: TEDCO MISSION:Asthe mental matters through its principal urban development 06: TEDCO is proactive, innova- remediation expertise and corporation owned by the City of tive and creative in developing award-winning Environmental Toronto, TEDCO exists to act as a unique approaches to complex Management Program (EMP). catalyst to improve the economic economic, social and environ- competitiveness of Toronto mental issues across the City directly and with partners; to of Toronto. $ $ increase investment in the key 800 07: TEDCO is not an agency of the 4.3 550 economic infrastructure of the City; and to redevelop underuti- City nor a government department MILLION 2007 PROPERTY MILLION INVESTMENT FOR JOBS CREATED IN 2007 lized and brownfield properties. but is an arms-length corporation TAXES PAID PROPOSED DEVELOPMENT THROUGH TEDCO SUPPORTED that functions in an entrepreneur- BUSINESS INCUBATORS ial and nimble fashion. It is structured to act with efficiency and focus with a range of public and private sector partners. $ 8 360 TONNES OF CO2 EMISSIONS MILLION INVESTED IN BUSINESS ELIMINATED THROUGH CANPAR INCUBATION SINCE 1989 AND FILMPORT REMEDIATION PROCESS 02 ROWLAND FLEMING

LETTER FROM THE CHAIR

At the core of every successful urban region is a increasingly over the past several years, environ- TEDCO as either an agency or a department of the enable TEDCO to move forward with greater relevance dynamic city that attracts investment, employment mentally sustainable development. City of Toronto. It is neither. TEDCO’s structure is and adaptability than at any time in its history. and momentum to the entire area. The Greater unique in that it is mandated to fulfill public policy Toronto Area is such a region. By many measures it Today more than ever, Toronto and TEDCO stand at a imperatives while at the same time operating as a All of these advances have brought a new sense of is one of the fastest-growing regions in North crossroads. The strategic direction we take and the nimble business entity. excitement and purpose to our activities, and a new America and the city itself is hailed for its civility, related investments we make will have profound understanding of our role. Crucial to our success is livability and drive. long-term effects for the millions of people who will Executing the Board’s vision for TEDCO is a strong the City of Toronto and all of the various staff and call Toronto their home in the years to come. management team headed by Jeffrey Steiner who city departments who have been instrumental in Certainly Toronto, as well as every major city in the joined the corporation in 2002, bringing with him a our ability to move forward. TEDCO will continue to developed world, is facing challenges. But I believe The direction we have taken and our priorities for new sense of urgency and direction to the corpora- build value for our shareholder and the people of that the success Toronto enjoys today is largely a 2008-2010 are highlighted in this Corporate Plan. tion’s activities. It is no surprise that the most Toronto who inhabit one of the great urban regions function of decisions made 10, 20 and even 50 years We are successfully delivering on the City’s require- dramatic changes within TEDCO have come in the of North America. ago. One of those decisions was made in 1986 when ments for faster, more aggressive and innovative past five years when our assets, our scope and our the City of Toronto established TEDCO to be its eco- development. These successes are fostered activities have all increased dramatically. One of the nomic development corporation. Since then TEDCO’s through the vision of our truly exceptional board of reasons for this dramatic increase is our expanded mandate and methods have changed with the times directors who bring expertise from both the private mandate to operate city wide rather than continuing to help ensure that Toronto can remain at the fore- and public sectors to guide a corporation that itself to focus primarily on the Port Lands. These changes Rowland Fleming front of job creation, economic development and, is a public-private hybrid. It is easy to think of have helped us build a strong foundation that will Chairman of the Board

04 05 JEFFREY D. STEINER

LETTER FROM THE PRESIDENT AND CEO

The purpose of a city’s economic development recently, property developers — we manage our land The past few years have seen an acceleration of guidance and the support to grow TEDCO,its corporation is to tap into the best of both the private assets to a commercially prudent standard. Our activity for TEDCO as we completed research, plan- mandate, activities and effectiveness to levels and public sectors to achieve City Building in a experience in dealing with the “brownfield” legacy of ning and negotiation stages of various projects to that were barely conceived of when the Corporation business-like way. As Toronto’s urban development contamination in Toronto’s Port Lands has given us successfully carry out our mandate. TEDCO’s Corus began its work in the 1980s.Ialsowanttoacknowl- corporation, TEDCO has partnered with remarkable the insight to continue to pioneer and take leadership Entertainment building is scheduled for completion edge the management and staff of TEDCO who businesses, public organizations and investors in environmental matters across the City. TEDCO’s in 2009 and is the first commercial office building work tirelessly to embrace our new sense of mission thesepastyears.Iwouldliketoextendmydeep role does not end here. We are also a facilitator, under construction in the East Bayfront precinct of and confidence in realizing just how effective the appreciation to all of our stakeholders for their negotiator and a catalyst, beginning with our own Toronto’s waterfront. Nearby in the Port Lands we, Corporation can be in adding value to our great city. insight, their expertise and their faith in our initia- lands and looking across the city to other initiatives. together with our tenant FILMPORT, are transforming tives. By working with us, our partners enforce our some 20 acres of a former oil tank repository into This is a time of unprecedented growth and belief that by linking public policy priorities with Since our corporate strategy is to be a leading City one of the largest and most advanced film and transition for the Toronto Economic Development private sector imperatives we all gain a powerful Builder, our motivation remains to create positive television production studios in Canada. Corporation and for the City of Toronto. We look advantage in reaching our collective goals. outcomes to benefit the City of Toronto and its forward to continuing to fulfill our mandate and citizens. This means that, although our focus is The financial value we generate from these develop- explore new initiatives. These collective goals stem from our city-wide man- mostly on economic growth and job creation, it is ments is leveraged into new developments, creates date set by our sole shareholder, the City of Toronto, also about cutting-edge urban redevelopment. In value for the City, and allows us to continue to through City Council, with whom we work closely to such a rapidly changing environment, TEDCO’s role support economic development initiatives and our achieve our mutual objectives. In order to better has become increasingly proactive and full of incubator and commercialization programs. achieve these objectives, we have strengthened our interesting challenges. Jeffrey D. Steiner operations in areas such as governance, finance, None of this could be realized without the strong President & CEO strategy, technology and human resources. As one of I am pleased to say that we are meeting these direction and encouragement of our Board of the largest landowners in the city — and, more challenges. Directors. They have given management both the

06 07 TEDCO’S MANDATE AND ACTIVITIES HAVE EXPANDED SIGNIFICANTLY— FROM A LANDOWNER TO A STRATEGIC INVESTOR AND DEVELOPMENT PARTNER; FROM THE PORT LANDS TO ACROSS THE CITY; AND FROM INDUSTRIAL LAND TO COMMERCIAL AND RESIDENTIAL INITIATIVES.

COMPANY HIGHLIGHTS TEDCO PLAYS A CRUCIAL ROLE IN CITY BUILDING BY RETAINING JOBS AND ATTRACTING TALENT, CONNECTING PEOPLE AND PLACES, AND APPLYING INNOVATIVE PRAC- TICES TO ITS WORK FOR TORONTO AND ITS CITIZENS.

09 FILMPORT — “TEDCO has a fundamental CREATIVE CONVERGENCE understanding of the risk/reward factors that drive private investment. This is an essential ingredient in any public /private partnership, including FILMPORT.”

Ken Ferguson, President FILMPORT Developments Inc.

FILMPORT is Canada’s newest and largest film and FILMPORT is a prime example of the innovative and FILMPORT will be much more than the anchor media business district. Anchored by Toronto Film strategic ways TEDCO partners with the private sec- for future development. It will be a showcase for Studios and boasting the world’s largest purpose- tor in order to achieve public policy objectives and to converging creative, media and knowledge-based built sound stage, FILMPORT Phase 1 officially leverage private-sector investment. TEDCO’s man- companies in a new community. It will significantly opened for business in July 2008. date also includes job creation and retention, taking enhance Toronto’s competitiveness in the film and leadership in environmental matters by cleaning up media industry, and attract high-value employment This landmark studio complex has its roots in the City brownfield properties and supporting sustainable to the City of Toronto. Moreover, the FILMPORT of Toronto’s overall strategy to strengthen the compet- development — all of which are achieved with the project will kick-start the revitalization of the Port itiveness of Toronto’s film industry. As the city’s urban FILMPORT Studios development. Lands area on Toronto’s waterfront. development corporation, TEDCO sponsored research that identified the need for purpose-built studio space FILMPORT‘s iconic landmark office building, at the Through innovation, leadership and a clear strategy, and larger sound stages in order for Toronto to com- gates of the complex, is designed by internationally TEDCO attracted this development to the Port Lands pete for international large-scale film productions. renowned architect Will Alsop and media/broadcast — the first private sector investment in revitalizing TEDCO also owned property in the Port Lands which experts Quadrangle Architects Limited. Phase 1 is Toronto’s waterfront. could accommodate the size of such a project and was already the largest film studio in Canada. The studio asked by the City of Toronto to assemble an invest- complexwillinclude550,000 square feet of film and ment consortium. Following a two-stage, open television production space in over a dozen state-of- TOP PHOTO (L-R) international competition, Toronto Film Studios and its the-art sound stages, including the 45,000 square foot Ken Ferguson, President, FILMPORT parent, Rose Corporation, won the rights to develop clear-span mega stage. Beyond the studio gates will Mayor David Miller Jeffrey Steiner, President & CEO, TEDCO the site. A third shareholder, Comweb, has since be more than two million square feet of office, retail, joined the private investment consortium. industrial and other space for related industries. BOTTOM PHOTO (L-R) Councillor Mike Feldman, TEDCO Director Ken Ferguson, President, FILMPORT 10 Jeffrey Steiner, President & CEO, TEDCO TEDCO’S CORUS ENTERTAINMENT BUILDING — A HOME FOR CREATIVITY; A SPARKPLUG FOR MORE

Carlo Bonanni Manager, Planning Services, TEDCO

Corus Entertainment Inc. is one of Canada’s largest also installing public art both inside and outside “As an entertainment integrated media and entertainment companies. the building that, along with new retail space and It was looking for a new home to consolidate its 11 a restaurant, will make this site a key attraction. company, we know the different Toronto locations into a single, signature site. TEDCO had land in a prime location on the TEDCO’s latest building is designed by Diamond + power of new ideas. Our waterfront and a mandate that included strategic Schmitt Architects — the internationally-acclaimed goal is to create an inspir- urban development and attracting and retaining firm of the award-winning Four Seasons Centre for jobs in Toronto. The result was a long-term lease, the Performing Arts in Toronto, and Sidney Harman ing environment for our with Corus as the major tenant, in a new 500,000 Hall in Washington D.C. Not only is the Corus square foot office building and broadcast centre in Building elegant and beautiful, it will be green — employees and contribute Toronto’s East Bayfront precinct. achieving Gold in the Leadership in Energy and to making our city's water- Environmental Design (LEED) building rating system. TEDCO is the landowner and developer of the site One of the key features is a dramatic, multi-storey front a highly creative and at the foot of Jarvis Street. The project has already living green wall in the atrium. been significant in kick-starting the revitalization of thriving business and the area. TEDCO’s Corus building will be the anchor The Corus Building will retain more than 1,200 in a new business, cultural and mixed-use commu- highly skilled knowledge-based workers in Toronto, cultural community.” nity on the waterfront. The building itself will be a and fulfill TEDCO’s support for sustainable develop- John M. Cassaday, President and CEO hub of activity, with broadcasting around the clock. ment initiatives and environmental best practices Corus Entertainment Inc. The public can look in on ground-floor studios, while creating a site for public interaction with a participate in concerts, both inside and outside of major media company and its activities. The project the building, and join in public performances is under construction and is expected to be completed programmed by Corus Entertainment. TEDCO is in the winter of 2009.

13 CANPAR — INDUSTRIAL AND GREEN

It was not a pretty site. Over a century ago, a metal But most of all, TEDCO and Canpar demonstrated “It was refreshing to deal with manufacturing plant dominated a 40-acre area in environmental leadership by agreeing to build a South Etobicoke. By the 1980s, all operations green industrial building. In keeping with TEDCO’s an organization such as ceased and the buildings were torn down, leaving corporate objective to support sustainable develop- the site derelict. Today, parcel distribution company ment, TEDCO incorporated sustainable design and TEDCO who feels as strongly Canpar is located here in an award-winning, construction elements into the facility: rainwater is about efficiency and ongoing modern 184,000 square foot parcel sortation and collected for non-drinkable use in washrooms and distribution facility. for landscape irrigation; rooftop heat recovery units efforts of industries like ours are used rather than traditional exhaust fans to In 2004, TEDCO acquired the property and undertook capture waste heat; 25% of pre-existing concrete to ensure the protection of an extensive— and cost effective— remediation was reused in the construction phase and 95% of process. Canpar, an existing TEDCO tenant in the construction waste was diverted. Canpar became the our environment.” BEFORE Port Lands, needed to relocate from their outmoded first city-owned LEED green building through TEDCO. John Emsley, President & CEO building to a facility that could accommodate their Canpar major growth. They also needed to keep their oper- TheCanparbuildingisLEED certified and has been ations going during the move. TEDCO offered to nominated for several awards. In 2006, Canpar and relocate Canpar to South Etobicoke and develop TEDCO won the prestigious Canadian Urban Institute’s the site. The result? Canpar kept its jobs in Toronto, Brownie Award for brownfield development. Finally, had a new facility built to their specifications and TEDCO’s acquisition and redevelopment of this site the former vacant property is today a vibrant, created a 700% increase in tax revenues for the City attractive and productive part of the South of Toronto and freed up Canpar’s former site on Etobicoke industrial community. Toronto’s waterfront for mixed-use revitalization.

15 AFTER EVERGREEN — “We believe Evergreen will demonstrate that Canadians want LEADERSHIP IN INNOVATIVE DEVELOPMENTS green homes. We know that Canadian builders can build them and this will prove it. What TEDCO brought to this project was not just the land, but more importantly the vision to initiate this large environmentally-conscious community.”

Brian Johnston, President, Monarch Corporation

TOP LEFT PHOTO (L-R) Jeffrey Steiner, President & CEO, TEDCO Mayor David Miller Brian Johnston, President, Monarch Brian Ashton, local Councillor

BOTTOM RIGHT PHOTO Mayor David Miller

On October 24, 2007, TEDCO and Monarch Corporation recognized green building rating system across issued a joint media release announcing their part- North America. LEED-H is a recently developed nership in developing the largest low-rise green rating and stands for Leadership in Energy and residential community in Canada. The $100 million Environment Design for Homes. By adopting the project in Scarborough, called Evergreen, is a joint standard for this initiative, TEDCO and Monarch development between the two corporations, with Corporation will demonstrate to the industry and Monarch as the builder. The new development is close to the public that there is a sustainable market for to 24 acres in size and combines property from both sustainable development. companies. Evergreen will offer environmentally friendly homes built to the new LEED-for-Homes Evergreen grew out of a challenge. Instead of simply (LEED-H) green standard in Toronto’s popular selling its adjacent land to Monarch, TEDCO seized the Midland and St. Clair neighbourhood. opportunity to add value to the deal and challenged Monarch to build the entire community to LEED-H Evergreen is filled with firsts. It marks the first time standards. Monarch Corporation took up the challenge. that TEDCO has partnered with a builder on a residential Green homes tend to be healthier, more comfortable, project. This is also the first time that an entire resi- more durable, and more energy efficient than conven- dential neighbourhood has been built to the LEED-H tional homes and have a much smaller environmental standard in Canada. This innovative public-private part- footprint. They also have lower long-term operating nership will address climate change, challenge industry costs, due especially to energy and water efficiency. to build to greener standards, and work with the City of Toronto to share new techniques and procedures. The Evergreen development will enhance an existing neighbourhood, creating a vibrant residential commu- The market for green buildings has grown signifi- nity of 206 homes close to amenities and transportation. cantly and the LEED standard has become the most The first occupancies are scheduled for late 2008. TEDCO’S CORPORATE PLAN 2008–2010 INTRODUCES A NUMBER OF INITIATIVES TO STRENGTHEN AND GROW ITS ENTERPRISE. THIS REFLECTS THE CITY OF TORONTO’S NEED FOR FASTER, MORE AGGRES- SIVE AND INNOVATIVE DEVELOPMENT. IT ALSO REFLECTS THE REALITIES OF EXECUTIVE SUMMARY THE INCREASINGLY IMPORTANT ROLES URBAN DEVELOPMENT CORPORATIONS PLAY AROUND THE WORLD.

19 TEDCO IS SUCCESSFULLY DELIVERING ON THE CITY’S REQUIREMENTS FOR FASTER, MORE AGGRESSIVE AND INNOVATIVE DEVELOPMENT.

The Toronto Economic Development Corporation is wholly owned by its sole shareholder, the City the principal redevelopment corporation for the City of Toronto. TEDCO’s approach to private and of Toronto focused on commercial, industrial and public partnering is apparent both externally and mixed-use projects. TEDCO’s core function of urban internally, starting with the composition of its development encompasses integrated activities of Board of Directors and employees and extending real estate. These activities include development, to its operations. property leasing and environmental management, and economic development initiatives such as sup- TEDCO draws upon the best expertise from both porting sector-specific business incubators. the public and private sectors. In addition to its business objectives, TEDCO also has important public Urban or economic development corporations bring a policy considerations when assessing projects and unique value to their city’s economic performance. initiatives. Strategically aligned and working in Experts estimate that there are more than 15,000 such conjunction with the City of Toronto, TEDCO’s goals development corporations supporting cities and currently include preservation of designated employ- regions around the world. TEDCO was incorporated as ment lands, sustainable development, job creation and the City of Toronto’s urban development corporation retention— and cutting-edge urban redevelopment. (UDC)in1986. Provincial legislation was passed allow- ing the city to create TEDCO as a company under the TEDCO will continue to work with all of its partners Ontario Business Corporations Act. Its business model to achieve greater opportunities and positive is loosely based upon similar corporations in the outcomes through prudent management of its United States, Europe and other international centres. properties. In order to better achieve its objectives, TEDCO has strengthened its operations in areas TEDCO is a corporation designed to function as a such as governance, strategy, technical services self-financing, arms-length private company and is and human resources.

21 TEDCO INITIATIVES

ACROSS TORONTO Toronto Business Development TEDCO brings the Cirque du Soleil to Toronto by leasing site Centre (TBDC) incubator on its property supported by TEDCO

Toronto Food Business Incubator (TFBI) supported by TEDCO Consolidating concrete companies in a Concrete Downsview property in Campus — development predevelopment continuing

MaRS Energy District — Liberty Village area – home of TEDCO preparing an TEDCO & Monarch Corporation Artscape and a TEDCO building energy-management plan partner in joint development under development called Evergreen - the largest low-rise green residential TEDCO developer and owner of community in Canada new Corus Entertainment Office TEDCO property in study phase and broadcast centre

FILMPORT creative convergence complex Phase 1 completed on TEDCO property

Scarborough property in TEDCO developer of Canpar predevelopment logistics facility in South Etobicoke with remainder of Toronto Fashion Incubator (TFI) property in predevelopment supported by TEDCO stages AS AN URBAN DEVELOPMENT CORPORATION, TEDCO CAN BUY, SELL OR LEASE PROPERTY. ITS DISTINGUISHING FEATURE IS THE ABILITY TO PARTNER AND JOINT VENTURE WITH REAL ESTATE COMPANIES AND OTHER LANDOWNERS. TEDCO CAN ALSO REAL ESTATE BE A CATALYST FOR DEVELOPMENT, DEVELOPMENT, LEASING, PROPERTY & DEVELOP INDEPENDENTLY, OR ENVIRONMENTAL MANAGEMENT WITH PARTNERS FROM BOTH THE PRIVATE AND PUBLIC SECTOR.

25 THIS PAGE: Alan Kearsey, Senior Property Manager, TEDCO and Sylvie Eadie, Real Estate Law Clerk, TEDCO OPPOSITE PAGE: Don Logie, Vice President, Development, TEDCO and Jeffrey Steiner, President & CEO, TEDCO

With its group of skilled real estate and development whether vacant, underutilized or brownfields — professionals, TEDCO works to attract key tenants and will be redeveloped for industrial, commercial, to create attractive, financially viable projects that residential and mixed-use purposes. enhance the City’s environment in a sustainable way. TEDCO is not funded by the City of Toronto but is TEDCO’s real estate arm is the revenue-generating self-financing. It is currently restricted to borrowing business from which it is able to leverage profits to only from the City if it requires capital for its fund new development, sustainable development projects. TEDCO adheres to private company best practices, and economic development initiatives (such practices and the Board of Directors approves all as its business incubator program). TEDCO currently projects. TEDCO deals with the brokerage commu- has more than 500 acres in its portfolio, with 100 acres nity and developers as any private company would, under development or construction. TEDCO also paying fees such as brokerage commissions for leases properties to more than 75 tenants. Through services rendered. its development projects, property management and leasing activities, TEDCO generates tax revenues for TEDCO also supports sustainable development and the City of Toronto as well as revenues for itself. designations like the LEED (Leadership in Energy and Environmental Design) green building standards for From 2003 to 2008, more than 100 acres have been which it has received many awards and award transferred from the City to TEDCO in order to accel- nominations. One example, profiled in the Highlights erate planning goals. These strategic lands — section of this report, is the Canpar building for

26 CIRQUE DU SOLEIL TEDCO enticed Canada’s global ambassador extraordinaire, Cirque du Soleil, to pitch its Grand Chapiteau in Toronto in August of 2007. Its property on Commissioners and Cherry streets in the Port Lands was vacant and Cirque du Soleil was looking for a Toronto location for its Kooza show. TEDCO provided a solution. Thousands of Torontonians flocked to see not only the world’s most stunning circus acts but in doing so saw the incredible potential of the Port Lands.

CONCRETE CAMPUS Consolidation of concrete and cement compa- nies to the eastern end of the Port Lands will allow for future revitalization of the waterfront for other less industrial purposes. In order to facilitate this, zoning for the lands was amended to include cement plants and outdoor storage as permitted uses. Through negotia- tions with TEDCO,StMary’sCementInc.was the first company to relocate to the area and Deputy Mayor , TEDCO Director & City’s Tree Advocate Toronto Tree Advocacy Planting Program became a catalyst for other companies includ- ing Strada Aggregates Inc. and Essroc Canada which TEDCO and Canpar won the prestigious recommended to retain and relocate heavy indus- Ltd. Some were existing TEDCO tenants and Canadian Urban Institute (CUI) Brownie Award. tries such as concrete and cement, which are negotiations required a unique understanding TEDCO IS ONE OF NORTH Located on part of TEDCO’s South Etobicoke prop- dependant on shipping and necessary in maintain- of industry, real estate and public policy. The erty, Canpar was one of the first industrial projects ing the economic health of the City of Toronto. AMERICA’S LEADERS Concrete Campus perimeter will be landscaped built to the LEED green building standard in Toronto. TEDCO led the complex negotiations and was pivotal and greened to reduce the industry’s impact in IN ENCOURAGING in moving consolidation forward. One of these proj- the neighbourhood. The new Corus Entertainment building under con- ects is the creation of the Concrete Campus—a SUSTAINABLE URBAN struction in the East Bayfront will achieve LEED Gold consolidation of cement and concrete companies to Consolidation allows for industry and jobs to DEVELOPMENT — an even higher green designation. The Corus office one area of the Port Lands. coexist on the waterfront while revitalization and broadcast building — TEDCO’s most ambitious occurs. The area also retains its function as a TEDCO properties comprise one of the largest urban project to date — is also profiled in the Highlights Lands designated as strategic are transferred to working port, and provides users of concrete brownfield landholdings in North America. Prior to section. When complete, it will boast green roof TEDCO from the City when they are identified as close access to the product. As a result, truck- TEDCO’s enlarged mandate of 2002 to work across areas, a multi-storey biowall in the atrium, water and being able to benefit from the resources and skills ing is reduced and costs are lowered for all the city of Toronto, most of its properties were energy conservation, public art, and will showcase of Toronto’s urban development corporation. parties. The City government is itself one of the located in the Port Lands. Toronto was, and still is, excellence in architectural design. TEDCO then transforms these lands into productive, largest end-users of the cement and concrete a working port where heavy industry historically value-added properties for the City through redevel- produced in the campus. This kind of consid- made its home. As industries vacated, much of the Not all projects are as high profile as Corus. TEDCO opment. TEDCO also has strategies for transitional ered negotiation with all stakeholders is one of land was left polluted as brownfields and not ready also accomplishes objectives necessary for city use of properties (see Cirque du Soleil), while the hallmarks of how TEDCO operates and for development without expensive and extensive building. As part of the Royal Commission study of deciding on, or waiting for, longer-term develop- fulfills its mandate for the city. remediation or clean up. Toronto’s waterfront in 1990, a consolidation was ment to proceed.

28 29 TORONTO IS RICH IN ECONOMIC DIVERSITY WITH: 5th 3rd LARGEST CITY IN NORTH LARGEST SCREEN-BASED ARTS AMERICA BY POPULATION CENTRE IN NORTH AMERICA

3rd 2nd LARGEST FINANCIAL LARGEST FOOD PRODUCTION CENTRE IN NORTH AMERICA BY CENTRE IN NORTH AMERICA EMPLOYMENT

Hon Lu, Manager, Urban Environmental Services, TEDCO Natasha Jailal, Environmental Administrative Co-ordinator, TEDCO

TEDCO has earned a reputation as a pioneer sustainable brownfields projects. TEDCO is currently in brownfield revitalization and environmental renewing the EMP to address all TEDCO-owned lands management as a result of dealing with the legacy across the city and to capture all aspects of sustain- of contamination on Toronto’s waterfront. able urban development. There are three elements to the program: 5of6 Starting in the early 1990’s, TEDCO encouraged Ontario’s Ministry of the Environment (MOE)andthe 01: soil and groundwater remediation and research OF CANADA’S NATIONAL BANKS City of Toronto to look at brownfield revitalization 02: green infrastructure and public space HAVE THEIR HEAD OFFICES IN through an area-wide restoration strategy rather 03: sustainable built form TORONTO than a site-by-site response to contamination. The agreement to move forward was a critical paradigm TEDCO’s environmental commitment is to promote shift toward effective brownfields redevelopment on actions that enhance the environmental conditions the waterfront. on redevelopment projects. TEDCO works continu- ously to foster innovation in environmental problem TEDCO’s award-winning Environmental Management solving in collaboration with its strategic partners. Program (EMP) and Brownfields Redevelopment Virtually every major project that TEDCO develops or Strategy is today a key component of its real estate enables — the Corus Building, FILMPORT, Canpar, 3rd initiatives. It is also being studied as a model by the Evergreen residential neighbourhood, and even 3rd other jurisdictions across Canada, the United the Concrete Campus — contains highly creative LARGEST INFORMATION LARGEST BIOTECHNOLOGY States, Australia and the Netherlands, in accelerat- applications of green design principles, green tech- TECHNOLOGY CENTRE IN ing the speed and improving the quality of nologies and reduced energy consumption. CENTRE IN NORTH AMERICA NORTH AMERICA

30 TEDCO HAS SUPPORTED ECONOMIC DEVELOPMENT INITIATIVES SINCE ITS INCEPTION. IT DOES THIS BY WORK- ING CLOSELY WITH THE CITY OF TORONTO AND ITS ECONOMIC DEVELOPMENT DIVISION TO CREATE QUALITY OF PLACE. A DYNAMIC CITY GENERATES WEALTH AND INVEST- ECONOMIC DEVELOPMENT MENT, ATTRACTS HIGH-QUALITY JOBS, AND HELPS TO ENSURE THE CITY’S LONG-TERM FISCAL HEALTH.

33 01 02

FIVE FUNDAMENTAL TENETS SUPPORT TEDCO’S APPROACH TO ECONOMIC DEVELOPMENT: 01. Knowledge, skills and entrepreneurship will drive economic growth 02. Innovation and design will add value to products and services 03. Key economic groups will build globally competitive clusters Judy Dunstan, Manager of Incubators & Economic Development Programs, TEDCO 04. Quality of place will attract new investment and retain and attract Adrienne Swanson, Economic Development Planner, TEDCO skilled labour 05. Partnerships will contribute to economic prosperity

03 TEDCO works closely with the City of Toronto to stim- Incubator (TFBI), which began operations in 2007. ulate redevelopment and new investment in targeted TEDCO’s incubator program supported entrepreneurial employment areas. The available lands are typically training and skills development for more than 700 located in mature industrial areas characterized by people in 2007. contamination, vacancy, and aging facilities difficult to adapt to modern business needs. Significant eco- TEDCO partners with a number of private and public nomic, social and environmental benefits are sector partners. It was one of the original support- realized when the lands and buildings are rejuve- ers of the highly successful MaRS initiative—an nated and communities are reconnected. TEDCO also innovative convergence centre in Toronto’s downtown works closely with the City of Toronto on financial area that brings together the business, science and incentive programs to attract new businesses and financial communities. TEDCO provided funds to jobs to these areas. support the protection of the heritage building, which allowed the MaRS consortium to leverage 04 05 For close to two decades, TEDCO has also assumed their own funds for the new development. a leadership role in business incubation and 01: The Toronto Food Business Incubator’s commercialization by providing financial and adminis- TEDCO is also a core funder of Artscape, an organi- (TFBI) first participants trative support to sector-specific business incubators. zation that promotes creative places and spaces 02: MaRs convergence centre TEDCO currently supports three: the Toronto Business in Toronto and provides resources, programs and 03: Jeffrey Steiner, President & CEO, TEDCO Development Centre, which provides entrepreneurial services to build capacity in the city’s creative Councillor Kyle Rae, TEDCO Director support to new and early stage businesses; the industries. TEDCO also partners with Artscape on 04: Monika Schnarre, model, and Susan Langdon, Executive Director, Toronto Toronto Fashion Incubator (TFI), providing a small various property initiatives such as the Creative Fashion Incubator (TFI) business centre for new fashion designers and entre- Convergence Centres project and Idea Village. 05: Toronto Business Development preneurs; and the new Toronto Food Business Centre (TBDC) 06: Ed Hobbs, General Manager, TBDC

34 06 07: Mayor David Miller 07 IN 2008–2010 TEDCO WILL CONTINUE TO COMPLETE OR SUPPORT COMPLE- TION OF ITS CURRENT PROJECTS SUCH AS FILMPORT’S NEXT PHASE, THE CORUS ENTERTAINMENT BUILDING, THE EVERGREEN LEED-H COMMUNITY AT MIDLAND AND ST. CLAIR AVENUE, AND FURTHER TEDCO INITIATIVES CONSOLIDATION OF THE CONCRETE INDUSTRY IN THE NEW CONCRETE CAMPUS ALONG WITH ENHANCED LANDSCAPING AND SCREENING.

37 IDEA VILLAGE TEDCO is working with Artscape and the Liberty Village Business Improvement Association in the King West area of Toronto to develop a multi-ten- ant creative convergence centre known as Idea Village. The goal is to accommodate the pro- gramming needs for both Artscape and TEDCO by encouraging cross-pollination of the arts, new media, technology and business. Mixed-use or commercial options are being considered in an effort to identify an innovative, socially responsive and economically viable development.

TEDCO’S INITIATIVE FOR A NEW MID-TOWN TORONTO Fifty acres of prime land sits next to the Downsview subway station, near a major shopping centre and close to Highway 401.The site offers several opportunities for develop- ment in the heart of the Greater Toronto Area. The first phase will be an office and commer- cial centre— the Downsview Corporate Centre — located on the northern portion of New developments starting in 2008 include developing revitalized and created jobs in the community. It was innovative public-interest partnerships with the the property. The Downsview Corporate Centre the Downsview property with a proposed office and subsequently sold by TEDCO to a pension fund. The private sector and institutions. The potential will be a new transit-oriented development commercial centre located next door to the next phase on the remaining 26-acre site will retain investment projects include new employment- directly connected to Toronto’s subway system. Downsview subway station. TEDCO will also continue designated employment lands and create further related uses in South Etobicoke, Downsview and to play a major role in its support of creative organi- employment in the area. TEDCO’s 2008–2010 objective Weston and mixed-uses in Scarborough. TEDCO is The proposed new corporate centre plus the zations such as Artscape and initiatives in the city’s is to integrate another portion of underutilized land also examining the possibility of other strategic, 40-acre southern portion of the site provide a Liberty Village. In a joint initiative, TEDCO and back into the community. transit-oriented developments in other locations. spectacular opportunity to create an entirely Artscape are working on a conceptual model and TEDCO’s corporate plan anticipates that the new neighbourhood using the principles of business case for a multi-tenant arts, media and cre- TEDCO is also preparing an energy-management plan Collaborative Urban Investment Fund will have a smart growth. It will be transit-oriented, ative sector complex called Idea Village. for the MaRS Discovery District, one of the largest significant and strategic impact on the City of walkable, bicycle-friendly and comprised of biotechnology centres in North America. The area Toronto and TEDCO’s operations. CUIF means that both mixed-use commercial and residential In the environmental management arena, TEDCO includes 20 buildings in downtown Toronto comprised TEDCO would have access to new capital and more development. TEDCO will start by developing a is working with the Ontario government’s Ministry of several hospitals, University of Toronto campus expertiseforitsprojects.Italsofulfillsalong- 500,000 square foot LEED-certified office of the Environment to update its Environmental buildings and the MaRS building itself. standing TEDCO objective to increase the level of building, with direct access to subway and bus Management Plan and Area-Wide Initiative. TEDCO investment by pension funds in the City of transit, pedestrian-friendly streetscapes and will also continue to work closely with the City of A Request for Proposal for the establishment of a Toronto’s economic infrastructure. ample green space. Infrastructure investments Toronto on other environmental research projects CUIF, Collaborative Urban Investment Fund has been will occur following an update of the such as implementation of the city’s green roof policy. prepared and issued by TEDCO. Final negotiations TEDCO will continue to work together with its Downsview Area Secondary Plan by the City continue with a major public sector pension fund in private and public sector partners in fulfilling its in 2009. TEDCO will select development Beginning in 2009, further development is planned Ontario to access sizeable levels of capital to finance mandate, which reflects both business and partners to make this vibrant new mid-town for TEDCO properties in South Etobicoke. The Canpar brownfield and strategic developments within the public-policy objectives. community a reality. distribution facility, completed in 2006, has already city. TEDCO will focus on delivery of projects through

38 39 Construction workers at TEDCO‘s Corus Entertainment building site BOARD OF DIRECTORS

ROWLAND W. FLEMING HELEN BURSTYN Chairman of the Board of Directors Director Rowland Fleming has served as Helen Burstyn’s extensive career BOARD OF DIRECTORS, chair of the Toronto Economic includes both public and private Development Corporation since sector experience with expertise 2006.Heisabusinessexecutive in public relations, communica- SENIOR MANAGEMENT, with more than 30 years experi- tions and volunteer service. She ence in all facets of the financial was a former senior advisor, services industry. As the former stakeholder relations in the Office GOVERNANCE AND president and CEO of the Toronto of the Premier of Ontario and a Stock Exchange, Mr. Fleming led partner in Advance Planning / the organization through a period MS&L. Her current company, of unprecedented technological Public Projects, provides consult- FINANCIAL INFORMATION and strategic change. He was ing services to governments, also previously president and corporations and not-for-profit CEO of National Trust Company, enterprises. Ms. Burstyn is the president and CEO of Dominion chair of the Ontario Trillium of Canada General Insurance Foundation Board of Directors as Company, and executive vice well as a director for the Centre president at Bank of Nova Scotia. for Addiction and Mental Health He currently serves as director and president of the Canadian and vice-chair for Export Club of Toronto. Development Canada and is a director at DIRTT Environmental Solutions Inc.

43 ALEXANDRA DAGG AL MAWANI DAVID J. MCFADDEN NORMAN SEAGRAM DEPUTY MAYOR JOE PANTALONE COUNCILLOR MICHAEL FELDMAN Director Director Director Director Director Director Alexandra Dagg began her career Al Mawani, a chartered account- David McFadden is a partner at Norman Seagram is the chair- Deputy Mayor Pantalone is a polit- Councillor Feldman is a former as an organizer for the ant, is managing director of the law firm of Gowling Lafleur man of the board of directors of ical veteran who is well known for deputy mayor and has been a city International Ladies Garment Exponent Capital Partners Inc., Henderson LLP where he is chair Hydrogenics Corporation. He is a his efforts in “greening” the city, councillor for 15 years working Workers Union, which later a real estate advisory and private of the National Energy and trustee of the Toronto Symphony his dedication to a beautiful and with his constituents to create became the Union of equity investment firm. He was Infrastructure Industry Group. He Orchestra Foundation, safe city as well as service to his safe neighbourhoods and improve Needletrades, Industrial and executive vice president and chief acts for a broad range of clients Harbourfront Centre Foundation constituents. He pioneered the community facilities. He has Textile Employees (UNITE). She is financial officer of Oxford involved in infrastructure devel- and Trinity College School. He is position of the City’s Tree chaired the Economic international executive vice presi- Properties Group Inc. from 1990 opment and power generation, a member of the Dean’s Advisory Advocate, which plants tens of Development and Parks dent and Canadian co-director of to 2001, just prior to its sale to distribution, sales and financing. Committee, Engineering, thousands of trees annually. He is Committee, the Capital Revolving UNITE HERE. Ms. Dagg is also a the OMERS Pension Fund. He was Mr.McFaddenservesonthe University of Toronto, and a for- a member of the City’s Executive Fund Committee as well as the member of the Advisory Council also the former vice president at board of directors of a number mer director of the Canadian Committee and serves as chair of Community Council. for Policy Studies Programme at Industrial Promotions Services, of corporations including PCI Foundation of International the board of governors for Currently he is a board member Queen’s University. She has par- a division of Aga Khan Fund for Geomatics Inc., Macquarie Management. Mr. Seagram was Exhibition Place, is chair of the of the Toronto Parking Authority ticipated in the Ontario Federation Economic Development. Among Canadian Infrastructure the former president and chief Roundtable on the Environment and the Toronto Centre for the of Labour Women's Committee; his other directorships, Mr. Management Limited, 407 executive officer of Molson Inc., and is on the executive committee Performing Arts. Prior to entering the Task Force on Adjustment and Mawani sits on the board of International Inc., and is the chair former president of Sportsco of the International Council for politics he was also volunteer Transition; the federal advisory directors for Calloway REIT, of the board of directors of the International LP (SkyDome) and Local Environmental Initiatives. chair of the Metropolitan Housing group on Working Time and the Boardwalk REIT as well as Ontario Centres of Excellence. former chairman and CEO of Air Development Corporation where Distribution of Work; and the fed- Amica Mature Lifestyles Inc. Liquide Canada Inc. an estimated 15,000 units of eral Advisory Committee on the affordable housing were built Changing Workplace. under his watch.

44 45 SENIOR MANAGEMENT TEAM

COUNCILLOR COUNCILLOR KYLE RAE JEFFREY D. STEINER DON LOGIE Director Director President & CEO Vice President, Development Councillor Moscoe has been a Councillor Rae was first elected Jeffrey Steiner is a lawyer with Don Logie is a senior real estate councillor for 30 years, initially to in 1991, more than 20 years of experience executive with extensive experi- with the former City of North and has been re-elected or working in both the private and ence in the development and York. He has chaired the board of acclaimed in subsequent elec- public sector. Specializing in operation of commercial, indus- directors of the Toronto Transit tions. He is the current chair of transformational change, solu- trial and residential real estate Commission, the Metro Planning the City’s Economic Development tion-oriented negotiations and with particular emphasis on and Economic Development Committee and is currently public policy he has worked retail, office and mixed use devel- Committee, the City’s Public Art leading the development of tax across Canada on significant opments. He has actively directed Policy Committee and is presently incentive equivalent grants in the projects. He previously served in the development of major shop- the chair of the City of Toronto’s city for industrial and innovation Canada's federal government as ping and power centres, and the Municipal Licensing and projects. He also served in a chief of staff to the minister of redevelopment and renovation of Standards Committee. He is a leadership role in the recently National Defence and to the mixed-use downtown office and member of the board of directors adopted, “Prosperity Agenda”, the Minister of Indian Affairs & retail complexes, suburban malls for the York Eglinton Business report of the Mayor’s Economic Northern Development. He has and offices in most provinces Improvement Area, director of Competitiveness Committee. also served as a member of the across Canada. Mr. Logie has the Federation of Canadian Councillor Rae is also one of board of the Alcohol & Gaming also been responsible for indus- Municipalities and former vice- Canada’s principal gay rights Commission of Ontario. Mr. trial developments in Ontario, the president of the Association of advocates. Previously, he was the Steiner was founding president of USA and Mexico. He is a member Municipalities of Ontario. executive director of the 519 the BC Paint Care Association, an of the Professional Engineers of Church Street Community Centre. industry-funded and operated Ontario and of the International environmental stewardship Conference of Shopping Centres. organization. Mr. Steiner also serves on the board of the Ontario Centres of Excellence (OCE Inc.) which helps to commercialize university research and develop- ment via the private sector.

46 47 MICHAEL KRALJEVIC JOHN MACINTYRE WINSTON YOUNG JERRY PRYPASNIAK FRANK J. BAJT WILLIAM H. JACKMAN Vice President, Real Estate Vice President, Stakeholder & Chief Financial Officer Corporate Secretary & Special Advisor, Institutional Special Advisor to TEDCO Michael Kraljevic is a real estate Community Affairs Winston Young is a chartered General Counsel Investments & Joint Ventures Bill Jackman has more than three and land development profes- John Macintyre has more accountant with more than a Jerry Prypasniak specializes Frank Bajt is a chartered accountant decades of experience working on sional who has worked with both than three decades of municipal decade of real estate and devel- in commercial real estate and with more than two decades of matters relating to Toronto’s private and public sector real experience, holding senior policy opment experience. He has held development, and land use demonstrated success with real waterfront. Prior to assuming the estate development companies and operational roles in both the various senior finance positions planning law. Prior to joining estate development, operations, role of special advisor, Mr. for close to two decades. He amalgamated City of Toronto and including vice-president, finance TEDCO he was a partner at the law accounting and finance, business Jackman was TEDCO’s vice presi- has held key positions with the former City of Etobicoke. Mr. and controller at Famous Players firm of WeirFoulds LLP for more start-ups and turnarounds. Prior to dent real estate. He has also held the federal civil service at Macintyre is a director for the Inc.,aswellasvice-president, than two decades. In his practice joining TEDCO, he was chief operat- senior executive positions with the Canadian Mortgage and Housing Toronto Blue Jays Charitable business planning also at Mr. Prypasniak negotiated and ing officer and chief financial officer Toronto Port Authority (and the for- Corporation and Canada Lands Foundation, chair of the manage- Famous Players Inc. (during its completed real estate transac- at Syndicat Management Inc., a mer Toronto Harbour Commission) Corporation. Mr. Kraljevic also ment committee for the Humber megaplex theatre expansion tions for major developments in private real estate investment and Toronto City Centre Airport. He previously worked at Tridel Arboretum, a cabinet chair for the phase), and director of planning Ontario such as SkyDome (now corporation with assets in Canada is a former president and board Developments. He is a registered Juvenile Diabetes Research at Markborough Properties Inc. the Rogers Centre); agreements and the United States. Mr. Bajt is member of the Association of the professional planner and a pro- Foundation and is the regional Mr. Young also holds an MBA and for the development of various a member of the Institute of Canadian Port Authorities. Mr. fessional land economist, and a chairfortheGovernorGeneral’s previously worked with the firms shopping centres such as the York Corporate Directors and has been a Jackman is a professional land member of the Canadian Institute Canadian Leadership Conference. Ernst & Young and Richter & Mills Center, and ground leases board member for numerous public economist, a fellow of the Real of Planners, the Ontario He is also former chair of Parks Partners Inc. in auditing and and development agreements for and private organizations. He was Estate Institute and a member of Professional Planners Institute, and Recreation Ontario and a for- financial consulting. He has Pearson International Airport. His also co-developer and advisory the Society of Industrial and Office and the Ontario Society for mer member of the Toronto Grant served as a mentor in the men- various degrees include law, com- board member of the China Real Realtors, the National Association Environmental Management. Review Team for the Ontario torship programme at both the merce and a MA in economics. Estate Conference, 2005. of Industrial and Office Properties Trillium Foundation. University of Toronto and the and the Economic Developers Schulich School of Business. Council of Ontario.

48 49 GOVERNANCE AND FINANCIAL INFORMATION CITY OF TORONTO ECONOMIC

TEDCO is incorporated under TEDCO is self financing and Excerpts from the most recent the Business Corporations Act receives rental income from financial statements for years DEVELOPMENT CORPORATION (Ontario). It is governed by an leases of its land holdings. It ending December 31 are provided CONSOLIDATED FINANCIAL RESULTS ($000) independent Board of Directors also earns development fees in the following table. with expertise in commercial real and profits from property estate and land development, as development. The annual audited well as labour, law, the environ- financial statements are ment, banking and general presented to the TEDCO Board business. The 10-member Board of Directors for approval before was appointed by Toronto City submission to its shareholder, Council for a three-year term and review by the City of Toronto’s commencing April 2006 following Audit Committee. an open and public recruitment process. Six directors are from Executive Committee FISCAL YEAR ENDED DECEMBER 31 2007 2006 2005 the private sector and four are Chair: Rowland Fleming UNAUDITED AUDITED AUDITED city councillors, representing David McFadden Financial Position TEDCO’s sole shareholder, the Councillor Michael Feldman City of Toronto. TEDCO is techni- Deputy Mayor Joe Pantalone ASSETS cally not an agent of the City nor Current 13,919 10,173 10,238 is it a government department. Human Resources Committee Chair: Norman Seagram Capital 15,407 32,346 37,343 As part of its corporate Rowland Fleming Other 61,727 39,353 31,775 governance structure, Board Al Mawani committees include the Executive Committee, the Audit & Risk Audit & Risk Management 91,053 81,872 79,356 Management Committee and the Committee Human Resources Committee. Chair: Norman Seagram LIABILITIES The Audit & Risk Management Helen Burstyn Current 21,396 8,023 8,670 Committee oversees the annual Councillor Michael Feldman audit plan prepared by independ- Al Mawani Long-term 52,729 59,914 60,104 ent auditors Ernst & Young LLP, appointed by the City of Toronto 74,125 67,937 68,774 as shareholder. Net Equity 16,928 13,935 10,582

RESULTS OF OPERATIONS Revenues 9,449 10,995 8,829 Expenses 12,534 14,144 11,103 Gain on Sale of Property 6,078 6,502 -

Net Income (Loss) 2,993 3,353 (2,274)

*The audit of the 2007 Financial Statements is in process at time of printing 50 OUR PARTNERS - Toronto Hydro - Canadian Association of - ENWAVE Energy Corporation Business Incubators (CABI)— “TEDCO PLAYS A KEY ROLE IN Much of TEDCO’s work is accom- - Government of Canada Winner of Award of Merit for plished in partnership with other - Government of Ontario TEDCO’s ongoing support of organizations in both the public - Aecon Construction business incubation in the City BROKERING PUBLIC AND and private sector. TEDCO is both - Toronto Food Business of Toronto a partner and a catalyst in devel- Incubator oping strategies for its projects. - Toronto Port Authority TEDCO IS A PRIVATE PARTNERSHIPS TO Itsreputationasanefficient, - George Brown College effective and strategic innovator - Morguard Corporation MEMBER OF has attracted a wide range of - Salt Institute - Canada Green Building Council ADVANCE CITY BUILDING private sector partners. The - Maple Reinders - National Association of public sector includes many City - Toronto Society of Architects Industrial and Office Properties of Toronto departments and - Canadian Urban Institute INITIATIVES. BUSINESS agencies as well as provincial RECOGNITION - Economic Developers Council and federal departments and 2007 of Ontario organizations. In addition to - NAIOP Real Estate Excellence - Canadian Association of INVESTMENT TODAY OCCURS TEDCO’s tenants, some of our (REX Awards) - Finalist in Office Business Incubators other valued partners are: Lease of the Year award for - International Council of TEDCO’s Corus Entertainment Shopping Centers WITHIN A HIGHLY COMPETI- - Ontario Media Development Building - Toronto Board of Trade Corporation - CUI “Brownie” Award— Finalist - Urban Land Institute— - Ontario Power Generation Inc. inProcesses brownfield Implementation & Toronto Chapter TIVE ENVIRONMENT AND AN - Canadian Urban Institute award for FILMPORT (founding member) - Toronto Film Studios Inc. - CUI Brownie Award— Finalist in - The Rose Corporation brownfield Risk Management & URBAN DEVELOPMENT - Ontario Ministry of the Partnerships award for FILMPORT Environment - Toronto and Region 2006 CORPORATION SUCH AS Conservation Authority - CUI Brownie Award— Winner of - Canpar Implementation and Processes - Toronto Transit Commission award for Canpar Distribution & TEDCO IS ESSENTIAL TO - Toronto Parking Authority Logistics Facility - Toronto Business Development 2005 Centre - NAIOP (REX Awards)— Finalist in SUPPORT THE PROSPERITY - Monarch Corporation Industrial Development of the - Corus Entertainment Inc. Year award for TEDCO’s Canpar - Artscape Distribution & Logistics Facility OF THE CITY OF TORONTO IN - Ontario Realty Corporation -MaRS 2004 - Toronto Economic Development, - CUI Brownie Award— Winner of THE GLOBAL MARKETPLACE.” Culture and Tourism Division Innovative Programs, - Waterfront Toronto Communications, Education and - City of Toronto Facilities & Marketing at the Community GREG CLARK, LONDON, UK, Real Estate Division Scale for TEDCO’s Environmental INTERNATIONAL ADVISOR ON CITIES AND REGIONAL DEVELOPMENT - Toronto Fashion Incubator Management Program and - Canada Lands Company Ltd. Strategy ADVISOR TO THE ’S AGENDA FOR PROSPERITY WE INVITE YOU TO LEARN MORE ABOUT TEDCO PROJECTS, INITIATIVES AND SERVICES. TEDCO, Metro Hall, 55 John Street, 7th Floor, Toronto, Ontario, Canada M5V 3C6 Phone: 416 214 4640 Fax: 416-214-4660 e-mail: [email protected]