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Address: 19 Crosby Street, Bedford, Nova Scotia, Canada, B4A 1G4Primary Contact: Colin Timm • email: [email protected] • Phone: (902) 422-4977 Cell: (902) 440-4533

COLIN TIMM - ART DIRECTION.LONG FORMAT SAMPLES.

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Forty years ago, Memorial University of Newfoundland

began a journey to reach the farthest and most remote

corners of the province. Committed to serving all citizens,

it pushed the boundaries of technology, to increase

access and enhance the delivery of post-secondary

education.

Since the fall of 1969, Memorial’s distance education

offerings have made a tremendous impact on

Newfoundland and Labrador, and the lives of its students.

It’s university on their terms. Students have the choice to

pursue academic goals while minimizing interruptions to

work, family and life commitments.

The following pages contain stories from these students,

about the difference Memorial has made on their lives,

careers, families and communities. These stories illustrate

why distance education is their course of choice.

A SELECTION OF STORIES FROM DISTANCE LEARNERS

My name is Jeff Genge and I am working towards

completing my bachelor of technology degree. I live in

St. Barbe, Newfoundland and Labrador, on the great

northern peninsula. This is considered a remote part

of the island so distance education has been quite

accommodating to say the least in my quest for higher

learning.

I must admit, at first when I started taking online courses,

I was a little nervous. Maybe it was because it has been a

long time since I completed any post-secondary courses

and the amount of “individual” time that I would have to

put in. I can certainly say that distance education courses

have been what I wanted them to be, convenient and

actually more interactive with students and teachers alike.

I work offshore on a rotational schedule of three weeks on

and three weeks off. This is coupled with three small kids

who I devote the majority of my time to when I am home.

Distance education courses have allowed me the freedom

to choose when I “go to class” and the convenience of

completing assignments to best fit my schedule.

The people at distance education have made my

experiences pleasurable by being very courteous and

understanding whenhaving to change exam scheduling,

places and supervisors.

My entire experience has been very challenging and

stressful at times, but I have been successful up to this

point. I would definitely recommend distance education

to any aspiring students, new students, or anybody

who is looking for a challenge either to learn or further

themselves in a fast growing technological world.

As long as your organizational skills are sufficient, your

determination level is high, and you have the freedom

to plan your schedule to best suit your needs, distance

education may be your calling!

16 page Booklet:

Memorial University Distance Education.

Graphic Designer, Art Director, Photographic Director, Production Artist.

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16 page Booklet:

Nova Scotia Department of Labour & Workforce Development Strategic Plan 2009-2013.


Nova Scotia Department of Labour & Workforce Development

Strategic Plan 2009-2013

Labour and Workforce DevelopmentLabour and Workforce Development

Nova Scotia Labour and Workforce DevelopmentHead OfficePO Box 6975151 Terminal RoadHalifax, Nova Scotia B3J 2T8

Phone: 902-424-5301Fax: 902-424-0503 www.gov.ns.ca/lwd

For a complete listing of Labour and Workforce Development offices and services please visit our website.

Fairness, safety and prosperity for all Nova Scotians by living, learning and working to their highest potential

Mission

Labour and Workforce Development will create winning conditions by fostering the social and

economic well-being of Nova Scotians by:

• Protecting Nova Scotia’s people and property;

• Anticipating and responding to workforce needs;

• Promoting safety at work, home and play;

• Ensuring fairness at work;

• Supporting life-long learning;

• Building capacity to seize opportunities

Values

The Public Good - We value the special relationship we have with the citizens of Nova Scotia

and are committed to delivering services that are in the public’s interest, are for the public good

and are deserving of the public’s trust.

Respect - We value a workplace culture where people respect, trust and appreciate one another

and the citizens we serve.

Integrity - We value a workplace culture where personal and professional integrity cause us to

behave in an ethical, professional and non-partisan way and to make the best use of the resources

entrusted to us. We will implement our programs and services in a fair, inclusive and balanced manner.

Diversity - We value a workplace where diversity in all its forms, is recognized for its contribution

to a creative, rewarding, and productive public service.

Accountability - We value a culture where accountability for our actions and taking responsibility

for our successes and failures is a way of life. We are accountable to the citizens of Nova Scotia, to our

co–workers, and to our many partners in service delivery.

Strategic Principles

Partnerships: Develop and strengthen policies, processes, structures and relationships to achieve

outcomes both internal and external to the department.

Shared ownership: Share responsibility among stakeholders.

Innovation: Foster innovation both within Labour and Workforce Development and among

our partners.

Protection: Ensure that business/individuals comply with legislation, regulation and best practices.

Talent Development: Develop our people to create a vibrant, healthy workforce.

Strategic Goal 5:

In collaboration with partners and stakeholders, anticipate and plan

for the challenges and opportunities for a changing economy.

In partnership with key stakeholders, the Department will seize the opportunity to influence and

support Nova Scotia’s future as a leader and participant in developing a workforce that

will both adapt and excel in a changing economy.

Priorities:

Assist employers and other stakeholders adapt to workforce opportunities and

challenges arising from a rapidly changing external environment.

Respond to and support the transition to a service and technology based economy

and workplace.

Support responsive regulatory requirements where protections are not compromised

and where flexibility helps Nova Scotians to prosper and to compete.

Make evidence based decisions through policy excellence throughout the Department.

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44 page Annual report:

High Liner Foods.


2 0 0 2 ANNU

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H I G H L I N E RDELIVERING WHATCUSTOMERS WANT C O R P O R A T E P R O F I L E

High Liner Foods Incorporated is aCanadian publicly traded company. We are a North American supplier of excellent seafood and pasta food products. We process and market leading brands, primarily in the retail grocery channel, and in the food service and club store channels in Canada, Mexico, and the United States.

Our VisionWe are the supplier of choice in our target markets by

providing innovative, quality products and superior

customer service. We develop outstanding employees

who achieve results in a safe workplace. We build

shareholder value through operational excellence and

brand leadership.

Our ValuesQuality: We provide products that meet the needs of

consumers for taste, value, convenience and nutrition. We

make it easy for our customers to do business with us by

providing superior service in all areas important to them.

Integrity: We build relationships of trust with our

customers, suppliers, employees, and other stakeholders

by clearly communicating expectations and results.

We make promises and commitments we believe we

can deliver.

Involvement: We believe our employees are able

and willing to identify and implement improvement in

our business. We work together as a team to achieve

our goals.

Innovation: We generate growth by developing

new products and services to meet the changing needs

of our customers, and by constantly looking for better

ways to run our business.

Through our vision and our values, we aim to deliver

above average returns for our shareholders, relative to

comparable food companies.

“I have to say ‘Bravo’ for your excellent products.

Recently, I tried the recipe* for the haddock fillets

with butter, lime juice & ginger. Just delicious!

My family keeps asking for it every week. …the

Captain’s products are the best.”

– Fiona Lussier, Granby, QC

Darlene Broome, Product Development TechnicianLemon Peppercorn Breaded Sole

*Visit www.highliner.com for delicious recipes.

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C O R P O R A T EG O V E R N A N C E 2 0 0 2Focus on governance in public companieshas never been sharper. We are proud of our approach at High Liner. We arecommitted to transparency and full, plainand true disclosure. Our 104-year historyand our promising future depend on yourtrust. High Liner has been recognized forour efforts to embrace the spirit, in bothword and deed, of good corporategovernance (in the 2000 National PostAnnual Report Awards). We stay currentwith corporate governance developmentsand we are compliant with the TSXCorporate Governance Guidelines.

High Liner’s complete Statement of Corporate Governance

Practices is included in the Information Circular of the

Company, prepared for the Annual General Meeting of

Shareholders to be held on May 1st, 2003 at the World

Trade and Convention Centre in Halifax, Nova Scotia.

The Circular is dated March 17th, 2003, and is available on

the Company’s web site at www.highlinerfoods.com.

A few highlights here, however, are deserving of mention.

With the exception of Henry Demone, our President

and Chief Executive Officer, all directors are unrelated.

Our Audit Committee has a written charter (available on

our web site) and is chaired by the Chief Executive

Officer of one of Canada’s 50 Best Managed Companies

(for the 5th consecutive year), a company that was also

recently named one of Canada’s Top 100 Employers in

MacLean’s Magazine.

Our Executive Compensation is reviewed and approved

by the Human Resources & Corporate Governance

Committee of the Board, composed of unrelated directors.

Executive Compensation has been under the jurisdiction of

this Committee for over a decade.

We have a formal, written disclosure policy (also on our

web site). It governs communications with analysts and

non-insiders, and contains trading rules, including black-

outs and quiet periods.

We broadcast our quarterly earnings calls in an open

forum. Any person can listen in by phone or webcast

and ask questions of senior management.

We stay ahead of financial reporting and governance

developments. Both our Chief Financial Officer and our

Corporate Controller are chartered accountants. Because

we operate in the United States and Canada, we monitor

developments in both countries and strive for “best

practice” in both reporting and governance. For example,

our 2002 Management Discussion & Analysis, starting on

page 13, was prepared in light of both OSC Rule 51-501

and proposed

National Instrument

51-102, recent SEC

proposals, and the

Management

Discussion and

Analysis: Guidance on

Preparation and Disclosure document issued in 2002

by the Canadian Institute of Chartered Accountants.

Our Statement of Corporate Governance Practices

included in the 2002 Management Information Circular

includes discussion of our governance practices in light

of both the current TSX Guidelines and the proposed

amendments to those Guidelines published by the TSX

in 2002.

We typically do not wait for laws to be passed to do the

right thing. We know that building shareholder value

depends in large measure on our integrity, and we hope

we demonstrate that commitment throughout this Report.

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F I N A N C I A L S T A T E M E N T SAuditors’ ReportTo the Shareholders of High Liner Foods Incorporated

We have audited the consolidated balance sheets of High Liner Foods Incorporated as at December 28th, 2002 and December 29th, 2001 andthe consolidated statements of income, retained earnings and cash flows for the 52 weeks then ended. These financial statements are theresponsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.

We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we plan andperform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includesexamining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing theaccounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation.

In our opinion, these consolidated financial statements present fairly, in all material respects, the financial position of the Company as at December 28th, 2002 and December 29th, 2001 and the results of its operations and its cash flows for the periods then ended in accordancewith Canadian generally accepted accounting principles.

Chartered Accountants, Halifax, Canada, January 24, 2003

Management’s Responsibility

The Management of High Liner Foods Incorporated includes corporate executives, operating and financial managers and other personnelworking full time on Company business. The statements have been prepared in accordance with generally accepted accounting principlesconsistently applied, using Management’s best estimates and judgments, where appropriate. The financial information elsewhere in this report isconsistent with the statements.

Management has established a system of internal control that it believes provides a reasonable assurance that, in all material respects, assets aremaintained and accounted for in accordance with Management’s authorization and transactions are recorded accurately on the Company’sbooks and records. The Company’s internal audit program is designed for constant evaluation of the adequacy and effectiveness of the internalcontrols. Audits measure adherence to established policies and procedures.

The Audit Committee of the Board of Directors is composed of four outside directors. The Committee meets periodically with management, the internal auditor and independent chartered accountants to review the work of each and to satisfy itself that the respective parties areproperly discharging their responsibilities. The independent chartered accountants and the internal auditor have full and free access to the AuditCommittee at any time. In addition, the Audit Committee reports its findings to the Board of Directors, which reviews and approves theconsolidated financial statements.

K.L. Nelson, Vice President Corporate Services and Chief Financial Officer

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Consolidated Balance Sheets(in thousands of dollars)

Assets(notes 5 and 6)

December 28, 2002 December 29, 2001Current:

Cash $ 1,088 $ 588Accounts receivable (note 3) 35,001 29,250Inventories (note 3) 50,053 61,422Prepaid expenses 1,600 1,124Future income taxes (note 10) 6,991 6,022Total current assets 94,733 98,406

Property, plant and equipment (note 4) 44,303 46,839Other:

Goodwill 55,661 56,626Deferred charges 931 1,728Future income taxes (note 10) 5,037 7,337Other receivables and sundry investments (note 16) 6,702 6,934

68,331 72,625$ 207,367 $ 217,870

Liabilities and Shareholders’ EquityDecember 28, 2002 December 29, 2001

Current:Bank loans (note 5) $ 5,960 $ 17,184Accounts payable and accrued liabilities (note 5) 42,490 34,445Income taxes payable - 109Current portion of long-term liabilities (note 6) 15,919 15,871Total current liabilities 64,369 67,609

Long-term liabilities (note 6) 49,395 65,840Employee future benefits (note 13) 571 560Future income taxes (note 10) 4,004 2,055Shareholders’ Equity:

Preference shares (note 7) 21,246 21,318Common shares (note 7) 28,361 28,182Retained earnings 37,080 29,289Foreign currency translation account (note 8) 2,341 3,017

89,028 81,806$ 207,367 $ 217,870

See accompanying notes to the financial statements

On behalf of the Board

Henry E. Demone, Director David J. Hennigar, Director

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12 Strategic Plan: 2009-2013:

Government of Nova Scotia. Department of the Environment.

Graphic Designer, Art Director, Production Artist.

Strategic Plan: 2009-2013Introduction

On November 22, 2007, the government announced its intention to transform the Department of Environment

and Labour into two departments: one devoted to labour and the other to the environment.

At first glance, this might seem like a straightforward process, but the truth is that Environment and Labour were

not simply two departments co-existing under one roof. They shared a minister, a deputy minister, a budget, a

policy division, an information and business services division, and a communications division. The priorities of

one helped shape those of the other.

While this structure was workable when Environment and Labour was created in 2000, much has changed.

Labour issues, such as the ongoing skills shortage, demand increasing attention, and environmental concerns

have risen to a level of prominence on the public agenda unseen in 20 years.

Nova Scotia Environment (NSE) is therefore the furthest thing from ‘business-as-usual’ under a different name.

NSE is a new department - a new department that is in the process of redefining itself.

What are the right goals and priorities for a new department focused exclusively on the environment? How can

we use our resources most effectively to achieve our goals? What needs to be tackled first and what can wait for

future years? What role does an environment department play in public life in 2008?

The new NSE has almost 300 employees with responsibilities that range from ensuring that multimillion-dollar

business projects are environmentally sound to seeing that a local community hall serves safe drinking water.

For NSE staff to work effectively as a team, they need to know what their colleagues are doing and how their

work contributes to the big picture. A working group was assembled in the summer of 2008 to begin putting

that picture together with the input of employees throughout the department. This plan represents their work.

NSE’s vision is the ultimate goal that we are all working toward and that all divisions can relate with. Our

vision is that Nova Scotia’s environment is healthy, well-managed, and supports prosperous communities.

In harmony with the Environmental Goals and Sustainable Prosperity Act and the province’s economic growth

strategy, Opportunities for Sustainable Prosperity, our vision states that the health of the economy and of the

environment are linked in a positive way.

NSE’s mission spells out how we will achieve our vision. It is essentially what we come to work to do every

day. Our mission is to assure that Nova Scotia Environment leads the way to ensure that our environment

is valued, protected, and enhanced in partnership with all Nova Scotians.

Our mission statement recognizes two key elements of modern environmental stewardship. The first is that

success is impossible unless the general public values the environment and is prepared to play a role in

protecting it. The second is that our department’s leadership role is more important than ever, both in

protecting the environment and in promoting awareness and interest among the public. This mission

statement affirms our enforcement and protection roles and highlights the need for NSE to provide leadership.

Our vision and mission statement focus on possibilities. Our specific goals were chosen because they represent

progress toward fulfilling our mission and achieving our vision. Each goal comes with a set of priorities that

define areas of effort that are fundamental to its success. To ensure our long-term success it is key that these

goals are interconnected and support one another.

VisionNova Scotia’s environment is healthy, well-managed, and supports prosperous communities.

MissionNova Scotia Environment leads the way to ensure that our environment is valued, protected, and enhanced in partnership with all Nova Scotians.

Goal 1 is to achieve desired environmental outcomes. Although this goal seems obvious, we cannot lose site of our most basic objective.

We have clear responsibilities under several Acts, the most fundamental being the Environment Act, and a duty to ensure compliance with current laws and to keep these Acts and their regulations up to date.

The Environmental Goals and Sustainable Prosperity Act charts a clear path with specific outcomes and deadlines for achieving them.

Goal 2 is to cultivate partnerships and environmental stewards. An informed and involved public is essential to achieving our vision. This goal uses leadership, teaching, and collaboration in partnership with the public to protect and enhance Nova Scotia’s environment.

Goal 3 is to enhance service delivery. Our goals are not achievable if our services are not delivered effectively. Not only are our services integral to achieving good outcomes, but failure to deliver them undermines the credibility we need to be the leaders in environmental stewardship.

Goal 4 is to develop dynamic instruments to deliver programs. A key part of service delivery is having the right tools. Under this goal we will evaluate our operational and policy tools and continue to develop new ones.

Goal 5 is to foster a winning workplace. A winning workplace requires continuous individual and organizational development in response to changing and complex conditions and includes the creation and maintenance of a supportive, people-oriented organizational culture.

Our strategic plan serves as a blueprint for what we want to achieve. The detailed consideration of actions, or ‘getting down into the weeds’, comes during the preparation of both annual business plans and operational plans. Think of this strategic plan as a map for our planning over the next five years.

Achieve desired environmental outcomes

Nova Scotia Environment focuses on tackling climate change, protecting our environment, and advancing

our ambitious environmental goals. Those goals are embodied in a number of pieces of legislation including

the Environmental Goals and Sustainable Prosperity Act, Environment Act, Wilderness Act, Special Places Protection

Act, and Water Resources Protection Act.

Priorities• Environmental Goals and Sustainable Prosperity Act (EGSPA) - Nova Scotia aims to be internationally recognized

for having one of the cleanest and most sustainable environments in the world by 2020. The Environmental Goals

and Sustainable Prosperity Act sets important targets in legislation to ensure we will achieve this commitment.

• Environment Act/Wilderness Areas Protection Act/Special Places Protection Act/Water Resources Protection Act -

These pieces of legislation provide the authority under which the environment is protected, enhanced,

and well-managed. The department continually strives to ensure that these Acts are current, appropriate,

and enforced.

• Climate Change and Adaptation - Climate change is real and is happening in Nova Scotia. It is not too late

to reduce emissions and adapt to a changing climate. Nova Scotia Environment takes its responsibility to

lead Nova Scotia’s response to climate change seriously.

Goal 1

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