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News Release
News Release For immediate release (All figures are in Cdn$, unless otherwise indicated) BCE REPORTS 2004 YEAR-END AND FOURTH QUARTER RESULTS Montréal, Québec, February 2, 2005 — For the full year 2004 BCE Inc. (TSX, NYSE: BCE) reported revenue of $19.2 billion, up 2.4 per cent and EBITDA1 of $7.6 billion, an increase of 2.1 per cent over the full year 2003. For the fourth quarter of 2004, the company reported revenue of $5.0 billion, up 3.5 per cent, and EBITDA of $1.8 billion, down 0.9 per cent when compared to the same period last year. In 2004, before restructuring BCE achieved its free cash flow2 target of approximately $1 billion and earnings per share (EPS)3 of $2.02 which was up 6.3 per cent. “The past year was important for BCE as we laid the foundation to position Bell Canada for a new era of communications,” said Michael Sabia, President and Chief Executive Officer of BCE Inc. “We delivered on our key strategic initiatives and met our guidance for financial performance in 2004. Overall, our progress in the year gives us confidence in the forward momentum of the company as outlined at our annual investor conference in mid- December.” The company’s performance in 2004 and the outlook for 2005 and beyond were among the factors that led BCE in December to increase its common share annual dividend by $0.12, or 10 per cent. In the fourth quarter, the company’s revenue growth rate continued to improve. The quarter saw continued subscriber growth in wireless, video and DSL. -
45477 ACTRA 8/31/06 9:50 AM Page 1
45477 ACTRA 8/31/06 9:50 AM Page 1 Summer 2006 The Alliance of Canadian Cinema, Television and Radio Artists ACTION! Production coast to coast 2006 SEE PAGE 7 45477 ACTRA 9/1/06 1:53 PM Page 2 by Richard We are cut from strong cloth Hardacre he message I hear consistently from fellow performers is that renegotiate our Independent Production Agreement (IPA). Tutmost on their minds are real opportunities for work, and We will be drawing on the vigour shown by the members of UBCP proper and respectful remuneration for their performances as skilled as we go into what might be our toughest round of negotiations yet. professionals. I concur with those goals. I share the ambitions and And we will be drawing on the total support of our entire member- values of many working performers. Those goals seem self-evident, ship. I firmly believe that Canadian performers coast-to-coast are cut even simple. But in reality they are challenging, especially leading from the same strong cloth. Our solidarity will give us the strength up to negotiations of the major contracts that we have with the we need, when, following the lead of our brothers and sisters in B.C. associations representing the producers of film and television. we stand up and say “No. Our skill and our work are no less valuable Over the past few months I have been encouraged and inspired than that of anyone else. We will be treated with the respect we by the determination of our members in British Columbia as they deserve.” confronted offensive demands from the big Hollywood companies I can tell you that our team of performers on the negotiating com- during negotiations to renew their Master Agreement. -
TVO Annual Report 19-20 English.Pdf
Ontario Educational Communications Authority Office de la télécommunication éducative de l’Ontario Contents 03 Message from the Chair of TVO’s Board of Directors 04 Message from the Acting Chief Operating Officer 06 Rising to the Challenge of COVID-19 10 50 Years of TVO 14 Digital Learning 18 TVOkids 22 Current Affairs 26 Documentaries 29 Podcasts 31 TVO in Ontario Communities 34 Sound Financial Stewardship 38 Performance and Financial Summary 41 Donor Thank You 43 Leadership Team TVO 2 Annual Report 2019-2020 Message from the Chair of TVO’s Board of Directors I hope this finds you and your loved ones healthy and well. COVID-19 hit hard – here at home and around the world. It brought tragic losses of life and None of this would be possible without the generous support of the Ontario government, TVO livelihoods. It also forced major changes to daily routines. employees and volunteers, our board and regional advisors, our sponsors, and the tens of thousands of individual donors who share Team TVO’s vision of a world made better through As the pandemic spread around the world, Team TVO stepped up in unprecedented ways. Our the power of learning. Thank you all. daily current affairs programs ensured viewers kept well informed about the virus and its impacts. Our educational programming and digital platforms helped learners of all ages, wherever they As you read the following pages, I hope you will reflect not only on the year that was, but also on were, stay engaged and on track. TVO’s potential to inform, inspire, and enlighten for generations to come. -
A Canadian Perspective on the International Film Festival
NEGOTIATING VALUE: A CANADIAN PERSPECTIVE ON THE INTERNATIONAL FILM FESTIVAL by Diane Louise Burgess M.A., University ofBritish Columbia, 2000 THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY In the School ofCommunication © Diane Louise Burgess 2008 SIMON FRASER UNIVERSITY Fall 2008 All rights reserved. This work may not be reproduced in whole or in part, by photocopy or by other means, without permission ofthe author. APPROVAL NAME Diane Louise Burgess DEGREE PhD TITLE OF DISSERTATION: Negotiating Value: A Canadian Perspective on the International Film Festival EXAMINING COMMITTEE: CHAIR: Barry Truax, Professor Catherine Murray Senior Supervisor Professor, School of Communication Zoe Druick Supervisor Associate Professor, School of Communication Alison Beale Supervisor Professor, School of Communication Stuart Poyntz, Internal Examiner Assistant Professor, School of Communication Charles R Acland, Professor, Communication Studies Concordia University DATE: September 18, 2008 11 SIMON FRASER UNIVERSITY LIBRARY Declaration of Partial Copyright Licence The author, whose copyright is declared on the title page of this work, has granted to Simon Fraser University the right to lend this thesis, project or extended essay to users of the Simon Fraser University Library, and to make partial or single copies only for such users or in response to a request from the library of any other university, or other educational institution, on its own behalf or for one of its users. The author has further granted permission to Simon Fraser University to keep or make a digital copy for use in its circulating collection (currently available to the public at the "Institutional Repository" link of the SFU Library website <www.lib.sfu.ca> at: <http://ir.lib.sfu.ca/handle/1892/112>) and, without changing the content, to translate the thesis/project or extended essays, if technically possible, to any medium or format for the purpose of preservation of the digital work. -
The Limits to Influence: the Club of Rome and Canada
THE LIMITS TO INFLUENCE: THE CLUB OF ROME AND CANADA, 1968 TO 1988 by JASON LEMOINE CHURCHILL A thesis presented to the University of Waterloo in fulfilment of the thesis requirement for the degree of Doctor of Philosophy in History Waterloo, Ontario, Canada, 2006 © Jason Lemoine Churchill, 2006 Declaration AUTHOR'S DECLARATION FOR ELECTRONIC SUBMISSION OF A THESIS I hereby declare that I am the sole author of this thesis. This is a true copy of the thesis, including any required final revisions, as accepted by my examiners. I understand that my thesis may be made electronically available to the public. ii Abstract This dissertation is about influence which is defined as the ability to move ideas forward within, and in some cases across, organizations. More specifically it is about an extraordinary organization called the Club of Rome (COR), who became advocates of the idea of greater use of systems analysis in the development of policy. The systems approach to policy required rational, holistic and long-range thinking. It was an approach that attracted the attention of Canadian Prime Minister Pierre Trudeau. Commonality of interests and concerns united the disparate members of the COR and allowed that organization to develop an influential presence within Canada during Trudeau’s time in office from 1968 to 1984. The story of the COR in Canada is extended beyond the end of the Trudeau era to explain how the key elements that had allowed the organization and its Canadian Association (CACOR) to develop an influential presence quickly dissipated in the post- 1984 era. The key reasons for decline were time and circumstance as the COR/CACOR membership aged, contacts were lost, and there was a political paradigm shift that was antithetical to COR/CACOR ideas. -
The NDP's Approach to Constitutional Issues Has Not Been Electorally
Constitutional Confusion on the Left: The NDP’s Position in Canada’s Constitutional Debates Murray Cooke [email protected] First Draft: Please do not cite without permission. Comments welcome. Paper prepared for the Annual Meetings of the Canadian Political Science Association, June 2004, Winnipeg The federal New Democratic Party experienced a dramatic electoral decline in the 1990s from which it has not yet recovered. Along with difficulties managing provincial economies, the NDP was wounded by Canada’s constitutional debates. The NDP has historically struggled to present a distinctive social democratic approach to Canada’s constitution. Like its forerunner, the Co-operative Commonwealth Federation (CCF), the NDP has supported a liberal, (English-Canadian) nation-building approach that fits comfortably within the mainstream of Canadian political thought. At the same time, the party has prioritized economic and social polices rather than seriously addressing issues such as the deepening of democracy or the recognition of national or regional identities. Travelling without a roadmap, the constitutional debates of the 80s and 90s proved to be a veritable minefield for the NDP. Through three rounds of mega- constitutional debate (1980-82, 1987-1990, 1991-1992), the federal party leadership supported the constitutional priorities of the federal government of the day, only to be torn by disagreements from within. This paper will argue that the NDP’s division, lack of direction and confusion over constitution issues can be traced back to longstanding weaknesses in the party’s social democratic theory and strategy. First of all, the CCF- NDP embraced rather than challenged the parameters and institutions of liberal democracy. -
Learnin G to Lead
A legacy of growth The Ivey Business School has come a long way from its humble, yet visionary, beginnings in 1922, as a program within the Faculty of Arts, housed in the basement of Western’s University College. Since Learning to Lead: that time, Ivey’s history could be traced through the many places 1923-2013 it has called home — the first being an old mansion near campus, called Goodholme. It was a space the School quickly outgrew after adding Canada’s first MBA program in 1948. So, in 1956 a new building The history of the Ivey Business School is marked by both on campus was built, thanks to generous donations from the then significant milestones and by the people whose vision and leadership Learning to Lead Learning to Richard Ivey Foundation and Richard G. Ivey. made them happen. We added on to this main building with the National Centre for Learning This second edition of Learning to Lead carries on the important Management Research and Development in 1986, and again, in 2003, work of its first editor – Doreen McKenzie-Sanders – and brings with the addition of the Lawrence National Centre for Policy and to light the growth and change generated by Deans Larry Tapp Management. And Ivey continued to grow. (1995-2003) and Carol Stephenson (2003-2013) in establishing The Spencer Leadership Centre became the home of Ivey’s Ivey as one of the world’s premier business schools. It also Executive Development programs in 1977. And in the early 90s, the to Lead recognizes the transformative vision of the Ivey Family and their J. -
News Release
News Release BCE Reaches Definitive Agreement to be Acquired By Investor Group Led by Teachers, Providence and Madison BCE Board Recommends Shareholders Accept C$42.75 (US$40.13) Per Share Offer • Offer is 40% premium over “undisturbed share price” • Closing targeted for first quarter, 2008 MONTREAL, Quebec, June 30, 2007 – BCE (TSX/NYSE: BCE) today announced that the company has entered into a definitive agreement for BCE to be acquired by an investor group led by Teachers Private Capital, the private investment arm of the Ontario Teachers Pension Plan, Providence Equity Partners Inc. and Madison Dearborn Partners, LLC. The all-cash transaction is valued at C$51.7 billion (US$48.5 billion), including C$16.9 billion (US$15.9 billion) of debt, preferred equity and minority interests. The BCE Board of Directors unanimously recommends that shareholders vote to accept the offer. Under the terms of the transaction, the investor group will acquire all of the common shares of BCE not already owned by Teachers for an offer price of C$42.75 per common share and all preferred shares at the prices set forth in the attached schedule. Financing for the transaction is fully committed through a syndicate of banks acting on behalf of the purchaser. The purchase price represents a 40% premium over the undisturbed average trading price of BCE common shares in the first quarter of 2007, prior to the possibility of a privatization transaction surfacing publicly. The transaction values BCE at 7.8 times EBITDA (earnings before interest, taxes, depreciation and amortization) for the 12-month period ending March 31, 2007. -
23026491.Pdf
LETTER OF TRANSMITTAL I,TABLE OF CONTENTS The Honourable Pat Carney, P.C., M.P. Page Minister of Energy, Mines and Resources House of Commons Report from the Chairman and the President 2 Ottawa, Ontario Research Company 4 Dear Miss Carney: CANDU Operations 6 In accordance with subsection 152(1) of the Financial Radiochemical Company 8 Administration Act, 1 am pleased to submit the annual Employee Performance 10 report of Atomic Energy of Canada Limited for the fiscal Nuclear Canada 12 year ended March 31, 1986, together with the Financial Statements and the Report of the Auditor General. Financial Section Financial Review 14 Respectfully, Auditor's Report 16 Financial Statements 18 Board of Directors and Officers 28 AECL Locations 28 Robert Despres Chairman of the Board FINANCIAL HIGHLIGHTS 1986 1985 original contains (millions of dollars) color illustrations Commercial Operations Revenue 260 309 Operating Profit 28 8 Net Income 17 10 Parliamentary Appropriations 275 326 Research and Development Operations 212 224 Point Lepreau: Dorothy Theriault. assistant power plant operator, was one of the people responsible for the outstanding performance last year of the CANDU 600 nuclear power plant at Point Lepreau. New Brunswick. The reactor operated at 97.4 % of its capacity, rank- ing second in the world in its class. n.r ://* J'i' •k REPORT FROM THE CHAIRMAN AND THE PRESIDENT m ast year the corporation experienced encouraging The year was marked by a solid effort in both market- ^La^ results for its mix of products and services, although ing and customer support at CANDU Operations. Continu- the long cycle of recovery for the reactor business achieved ing work associated with the programs in Romania and only modest momentum. -
Changing the Channel on Canadian Communications Regulation
Institut C.D. HOWE Institute commentary NO. 451 Changing the Channel on Canadian Communications Regulation Canada's communications sector is set to undergo major policy reform. The federal government should replace ineffective Canadian content regulations with direct subsidies, introduce more legal and economic rigour in regulatory hearings, and eliminate ownership restrictions on communications companies and wireless spectrum. Benjamin Dachis and Daniel Schwanen The Institute’s Commitment to Quality About The C.D. Howe Institute publications undergo rigorous external review Authors by academics and independent experts drawn from the public and private sectors. The Institute’s peer review ensures the quality, integrity Benjamin Dachis and objectivity of its policy research. The Institute will not publish any is Associate Director, Research, study that, in its view, fails to meet these standards. at the C.D. Howe Institute. The Institute requires that its authors publicly disclose any actual or Daniel Schwanen potential conflicts of interest of which they are aware. is Vice President, Research, at the C.D. Howe Institute. In its mission to educate and foster debate on essential public policy issues, the C.D. Howe Institute provides nonpartisan policy advice to interested parties on a non-exclusive basis. The Institute will not endorse any political party, elected official, candidate for elected office, or interest group. As a registered Canadian charity, the C.D. Howe Institute as a matter of course accepts donations from individuals, private and public organizations, charitable foundations and others, by way of general and project support. The Institute will not accept any donation that stipulates a predetermined result or policy stance or otherwise inhibits its independence, or that of its staff and authors, in pursuing scholarly activities or disseminating research results. -
2005-2006 Annual Report
ANNUAL REPORT 2005 2006 © Pittsburgh Post-Gazette, 2006, all rights reserved. Reprinted with permission. UNITING GREAT THINKERS TO INSPIRE US ALL Microfinancing can be highly beneficial in diminishing the vulnerability of the poorest while contributing towards their becoming autonomous and empowered, particularly for women who often are most greatly affected by poverty and inequality. Although microfinancing is not a panacea for the many problems of the poor in developing countries, it brings with it the freedom of choices and possibilities, which enables those who have the least to change their daily lives their and future. Christian Girard, Trudeau Scholar 2005 © Christian Girard. Muhammad Yunus, founder of the Grameen Bank, greets Trudeau Scholar Christian Girard during a research visit to Bangladesh in July 2006. A pioneer of microfinancing, Professor Yunus was awarded the 2006 Nobel Peace Prize for his struggle against extreme poverty and marginalization. The two discussed issues related to microfinancing at the Grameen Bank’s head office in Dhaka. trudeaufoundation.ca The Pierre Elliott Trudeau Foundation 1514 Doctor Penfield Avenue, 2nd Floor Montréal, Québec H3G 1B9 Canada Tel: 514.938.0001 Fax: 514.938.0046 E-mail: tfi[email protected] An independent and non-partisan Canadian charity, The Pierre Elliott Trudeau Foundation was created in 2002 with an original endowment of $125 million from the Government of Canada as a living memorial to the former Prime Minister. Its fiscal year runs from September 1st to August 31st. The Trudeau Foundation internally develops and maintains a confidential list for the dissemination of all of its documents, including this annual report. -
Powerful & Influential in Government & Politics in 2016
MODERNIZING MILITARY LAW/PRIME MINISTER’S QP/BILL CASEY 100TOP most POWERFUL & INFLUENTIAL IN GOVERNMENT & POLITICS IN 2016 ROSEMARY BARTON >> JUSTIN TRUDEAU KATIE TELFORD BILL MORNEAU MICHAEL FERGUSON CATHERINE MCKENNA HARJIT SAJJAN BOB FIFE IS CANADA SIMON KENNEDY REALLY MÉLANIE JOLY BRIAN BOHUNICKY BACK? ROLAND PARIS DIPLOMATS ARE READYING FOR CANADA’S BIGGER BRUCE HEYMAN ROLE IN THE WORLD $6.99 Winter 2016 CHANTAL HÉBERT Power & Infl uence hilltimes.com/powerinfl uence RONA AMBROSE MENDING FENCES ANNA GAINEY THE PUBLIC SERVICE’S RELATIONSHIP AND MORE WITH A NEW GOVERNMENT CANADA’S NON-COMBAT SHIPBUILDING PARTNER Thyssenkrupp Marine Systems Canada Building Canada’s Maritime Future through the Government of Canada’s National Shipbuilding Procurement Strategy (NSPS). www.seaspan.com CONTENTS FEATURES IS CANADA REALLY BACK? 18 The Liberal government has pledged to renew Canadian diplomacy and Winter 2016 “recommit to supporting international peace operations with the United Nations.” Vol. 5 No. 1 What’s in store for Canada’s foreign affairs portfolio? PUBLIC SERVICE 180 22 Over the last decade, public servants have felt like implementers of commands as opposed to creators and innovators of ideas or solutions. They will have to retrain themselves to think differently. THE TOP 100 MOST POWERFUL & INFLUENTIAL PEOPLE IN GOVERNMENT AND POLITICS 2016 24 26 54 35 47 COLUMNS CONNECTING THE DOTS: Trade and health care ethics 12 INSIDE THE POLITICAL TRENCH: A Prime Minister’s QP? 13 CANADA’S BIG CHALLENGES: Small businesses and the Canadian economy