August 2013

Canada’s Veterans and service men and women are known around the world for their skills, abilities and expertise. They are admired for their teamwork and leadership and have executed their duties faithfully and effectively. Each year, between 4,000 and 5,000 Canadian Armed Forces (CAF) mem-bers leave the military at an average age of 37 years many of whom join the over 20,000 Commissionaires employed across the country. CNL is this province’s premier security ser-vices provider, offering a unique combina-tion of integrity, experience and innovation. We employ veterans of the Canadian Forces, the RCMP and other Police Services along with other Canadian Citizens who are inter-ested in a career as a Security Officer. Veteran’s bring a wealth of experience to their job. Our Security Officers are experi-enced, mature, and professional with exten-sive backgrounds relating to the security in-dustry. Commissionaires provide advanced security services including guarding, inves-tigations, security consulting, fingerprinting and identification services, and security training programs. All of our employees are security screened, bonded and trained to the

Canadian Government Standards Board re-quirements. Most of our employees have ex-tensive military and police backgrounds and bring a blend of professionalism, discipline, and maturity not usually found in competing companies. Our clients consistently report their satisfaction with and confidence in our members on our annual client surveys. The Commissionaires brand is known throughout the country and is synonymous with profes-sionalism and dedication to duty.

Knowing the kinds of work our Veterans completed during their military service ex-plains fully why Commissionaires is the secu-rity company of choice.

Infantry Soldier-Armoured Soldier-Artillery Soldier

Military Police

Commissionaires Newfoundland and Labrador

Our Team Of Canadian Forces and RCMP Veterans

INFANTRY SOLDIER

ON THE JOB-INFANTRY SOLDIERS

WHAT THEY DO Infantry soldiers are the Army’s primary combat fighters and are responsible for closing with and engaging the en-emy. They are the core members of the Combat Arms team, which includes Artillery and Armoured Soldiers. Infantry Soldiers are capable of operating anywhere in the world in any environment — Arctic tundra, mountains, jungle or desert — and in any combination of arms, including airmobile and amphibious operations. The primary duties of an Infantry Soldiers are to:

Expertly operate and maintain a wide range of weapons, including rifle, hand-grenades, light, medium and heavy machine-guns, and anti-tank weapons

Use sophisticated equipment for field communications, navigation and night-vision surveillance Inspect and maintain weapon systems, vehicles, survival gear and personal defensive equipment Participate in airborne operations Operate with support elements such as fighter aircraft, tactical and artillery Engage in unarmed combat Employ camouflage and concealment, patrol, assault, defence, and escape-and-evasion tactics.

WORKING ENVIRONMENT Infantry Soldiers normally work outdoors. Both in training and on operations they live and work in conditions that would resemble those in the field. Infantry Soldiers will be posted to a battalion in Canada, but there are employ-ment opportunities across Canada and on deployed operations around the world.

BASIC MILITARY QUALIFICATION The first stage of training is the Basic Military Qualification course, or Basic Training, held at the Canadian Forces Leadership and Recruit School in Saint-Jean-sur-Richelieu, Quebec. This training provides the basic core skills and knowledge common to all trades. A goal of this course is to ensure that all recruits maintain the Canadian Forces physical fitness standard; as a result, the training is physically demanding.

SOLDIER QUALIFICATION After Basic Training, Army recruits go to a Military Training centre for the Soldier Qualification course for approxi-mately one month, which covers the following topics:

Army Physical Fitness Dismounted Offensive and Defensive Operations Reconnaissance Patrolling Advanced Weapons Handling Individual Field Craft

BASIC OCCUPATIONAL QUALIFICATION TRAINING Infantry Soldiers attend one of three Military Training Centres: The Royal Canadian Regiment in Meaford, Ontario; Princess Patricia’s Canadian Light Infantry in Wainwright, Alberta; and The Royal 22e Régiment in Valcartier, Que-bec. The training takes 17 weeks and includes the following topics:

Use and care of personal and section-level weapons, including rifles, machine guns and anti-tank weapons Field-craft, including personal hygiene and meal preparation, camouflage, sentry duties, signalling, selecting

firing positions, tactical movements and lines of advance Construction of field defences, such as trenches and roadblocks, and laying and marking of minefields Navigation by day and by night Patrolling operations Infantry section and platoon tactics, including offensive, defensive and transitional operations

SPECIALTY TRAINING Infantry Soldiers may be offered the opportunity to develop specialized skills through formal courses and on-the-job training, including:

Basic Parachutist Parachute Jumpmaster Para Instructor Mountain Warfare Instructional Techniques First Aid Instructor Rappelmaster Unarmed Combat Instructor Nuclear, Biological and Chemical Defence Instructor Urban Operations

INFANTRY SOLDIERS

ARMOURED SOLDIER

ON THE JOB-ARMOURED SOLDIERS

WHAT THEY DO Armoured Soldiers operate and maintain armoured fighting vehicles, its weapon systems and its communication equipment. Armoured Soldiers are members of the Combat Arms team, which also includes Infantry, Artillery and Combat Engineering regiments. Armoured Soldiers begin their career with one of two types of vehicles: the tank or the reconnaissance vehicle. As a member of a tank crew trained to be a driver, operator or gunner, an Armoured Soldier has the following duties:

Drive and maintain the tank Fire the tank’s main gun Load the tank’s main gun and machineguns Maintain the tank’s communications equipment.

As a member of a reconnaissance vehicle crew trained to be a driver or an observer, an Armoured Soldier has the following duties:

Drive and maintain the vehicle Load, fire and maintain the vehicle’s machine-guns Maintain and operate the vehicle’s radio equipment Gather and relay information about the enemy and the terrain

WORKING ENVIRONMENT Armoured Soldiers experience the unique adventures and challenges that come with work in the field and on de-ployment to other countries.

BASIC MILITARY QUALIFICATION The first stage of training is the Basic Military Qualification course, or Basic Training, held at the Canadian Forces Leadership and Recruit School in Saint-Jean-sur-Richelieu, Quebec. This training provides the basic core skills and knowledge common to all trades. A goal of this course is to ensure that all recruits maintain the Canadian Forces physical fitness standard; as a result, the training is physically demanding.

SOLDIER QUALIFICATION After Basic Training, Army recruits go to a Military Training centre for the Soldier Qualification course for approxi-mately one month, which covers the following topics:

Army Physical Fitness Dismounted Offensive and Defensive Operations Reconnaissance Patrolling Advanced Weapons Handling Individual Field Craft

BASIC OCCUPATIONAL QUALIFICATION TRAINING Armoured Soldiers attend the Combat Training Centre in Gagetown, New Brunswick. Training takes 11 weeks and teaches the following basic skills:

Army physical fitness Mounted and dismounted reconnaissance patrolling Advanced weapons-handling Individual field-craft Driving and maintaining tanks and reconnaissance vehicles Firing and maintaining weapon systems currently used in Canadian AFVs Operating surveillance equipment on the reconnaissance vehicle Identifying Canadian and foreign military vehicles, aircraft and equipment Using tactical command-and-control communications equipment Organization, roles, doctrine and tactics of armour and reconnaissance History and traditions of the Royal Canadian Armoured Corps

SPECIALTY TRAINING Armoured Soldiers may be offered the opportunity to develop specialized skills through formal courses and on-the-job training, including:

Unarmed Combat Instructor Assault Troop Armoured Crew - Reconnaissance

ADVANCED TRAINING As they progress in their career, Armoured Soldiers who demonstrate the required ability and potential will be of-fered advanced training. Available courses include:

Armoured Gunnery Specialist Combat Arms Telecommunications Specialist Combat Arms Driving and Maintenance Specialist Crew Commander Reconnaissance Troop Leader

ARMOURED SOLDIERS

ARTILLERY SOLDIER

ON THE JOB-ARTILLERY SOLDIERS

WHAT THEY DO- Artillery Soldiers are responsible for surveillance, target acquisition, and indirect fire to engage the enemy. The Ar-tillery is part of the Combat Arms, which also includes Infantry Soldiers, Armoured Soldiers, and Combat Engi-neers. As members of the Royal Regiment of Canadian Artillery, the primary responsibilities of Artillery Soldiers are to:

Position, operate and maintain Field Guns and Air Defence weapon systems. Provide fire-support advice to the Infantry and Armour units Use and maintain personal weapons and section-level weapons up to and including machine-guns and anti-

tank weapons Operate technically advanced command-post computers, laser range-finders and fire-control computers Operate and maintain surveillance and target acquisition equipment, LAV III, Forward Observation Post Vehi-

cle equipment, air defense weapons and radar systems

WORKING ENVIRONMENT Artillery Soldiers normally work outdoors, where they experience the unique challenges that come

BASIC MILITARY OFFICER QUALIFICATION The first stage of training is the Basic Military Qualification course, or Basic Training, held at the Canadian Forces Leadership and Recruit School in Saint-Jean-sur-Richelieu, Quebec. This training provides the basic core skills and knowledge common to all trades. A goal of this course is to ensure that all recruits maintain the Canadian Forces physical fitness standard; as a result, the training is physically demanding.

SOLDIER QUALIFICATION

After Basic Training, Army recruits go to a Military Training centre for the Soldier Qualification course for approxi-mately one month, which covers the following topics:

Army Physical Fitness Dismounted Offensive and Defensive Operations Reconnaissance Patrolling Advanced Weapons Handling

Individual Field Craft

BASIC OCCUPATIONAL QUALIFICATION TRAINING Artillery Soldiers who speak English as their first language attend the Royal Regiment of Canadian Artillery School in Gagetown, New Brunswick. Artillery Soldiers who speak French as their first language attend the Centre d’in-struction in the Secteur du Québec Force Terrestre in Valcartier, Quebec. Training takes about 10 weeks and cov-ers the following topics:

Gun-position duties and gun drills Individual Field/Battle craft Urban Operations Field communications, including use of radios and field telephones Basic survival, including use of personal weapons, unarmed combat, and recognition of minefields and Army

physical fitness Dismounted offensive and defensive operations Reconnaissance patrolling Light and Medium Machine Gun training

SPECIALTY TRAINING Artillery Soldiers may be offered the opportunity to develop specialized skills through formal courses and on-the-job training.

ARTILLERY SOLDIERS

MILITARY POLICE

ON THE JOB-MILITARY POLICE

WHAT THEY DO- Military Police enforce laws and regulations on Canadian Forces’ establishments in Canada and abroad. They serve the entire Canadian Forces community, including Regular and Reserve Force members, civilian employees, cadets, and family members. The primary responsibilities of the Military Police are to:

Support Canadian Forces missions by providing policing and operational support Investigate and report incidents involving military or criminal offenses Develop and apply crime prevention measures to protect military communities against criminal acts Coordinate tasks related to persons held in custody (including military detainees and prisoners of war) Provide security at selected Canadian embassies around the world Provide service to the community through conflict mediation, negotiation, dispute resolution, public relations

and victim assistance Perform other policing duties, such as traffic control, traffic-accident investigation, emergency response, and

liaison with Canadian, allied and other foreign police forces

WORKING ENVIRONMENT All Canadian citizens are entitled to the same rights, privileges and protection under Canadian law, and Military Police are qualified to provide these services to the same standard as every other Canadian police service. Military Police routinely work within the civilian criminal and military justice systems, and are recognized as peace officers in the Criminal Code of Canada. With over 1,250 full-time members, they form one of the largest police forces in Canada. Military Police provide around-the-clock service to the military community in Canada or around the world, including areas of armed conflict or natural disaster. Most Military Police members work outdoors, on foot or in a vehicle, or in an office setting to take statements or complete documentation.

BASIC MILITARY QUALIFICATION The first stage of training is the Basic Military Qualification course, or Basic Training, held at the Canadian Forces Leadership and Recruit School in Saint-Jean-sur-Richelieu, Quebec. This training provides the basic core skills and knowledge common to all trades. A goal of this course is to ensure that all recruits maintain the Canadian Forces physical fitness standard; as a result, the training is physically demanding.

BASIC OCCUPATIONAL QUALIFICATION TRAINING

Military Police attend the Military Police Academy in Borden, Ontario. Over a six-month period, they will learn the basics of Canadian civilian and military law, investigative techniques, and acquire skills necessary to perform daily Military Police functions.

SPECIALTY TRAINING

Military Police may be offered the opportunity to develop specialized skills through formal courses and on-the-job training, including:

Criminal Identification Specialist Polygraph Examiner Major Crime Investigator Crime Scene Manager Major Case Management Drug Investigator Aircraft Security Specialist Sexual Assault and Fraud Investigations Clandestine Lab Investigator Homicide Investigator Evasive Anti-terror Driving Strategic Intelligence Analysis Cybercrime Investigative technique

ADVANCED TRAINING

As they progress in their career, Military Police who demonstrate the required ability and potential will be offered advanced training. Available courses include:

Interview Techniques Information Security Investigation Specialist Criminal Investigator Counter-Human Intelligence Specialist Surveillance Operator Officer Safety Instructor Senior Police Administration Use-of-force Instructor

MILITARY POLICE

Congratulatory Notes

St. John’s Airport Authority

Mr Rick Stacey

Jim,

In the month of June we had two (2) security incidents that involved individuals trying to enter our sterile area. Inci-dents involving entry into our sterile area are very serious and can cause a lot of issues here at the airport. Cmre. Pat-rick O’Neill and Cmre. Wanda Smith were involved in the incidents.

I have reviewed both inci-dents with Patrick and Wanda and want to inform you that both incidents were handled very well. They were profes-sional in their dealings with the individuals involved and they had a very good under-standing of the procedures that needed to be followed. Wanda in particular was deal-ing with a gentleman who was aggressive, but she stood her ground and brought the situa-tion under control and to an end.

A job well done by both Pat-rick and Wanda.

Thanks,

Rick

Mr James Lynch

CEO

Commissionaires Newfound-land and Labrador

Dear Sir: While visiting the Passport Office in July to renew my passport I observed Commissionaire Eric Keating per-form his duty. He welcomed all who came into the office. However one interaction in particular stood out. Two older ladies arrived at the office, visibly upset and Commissionaire Keating went to them inquiring what was wrong. One of the ladies had lost her passport while travelling from British Columbia the day before. He was very kind and caring to them and explained who they needed to talk with at the Passport Office. He then went and spoke to one of the Passport Officers and asked that they be sensi-tive to the ladies and what they were looking for. Once the ladies got the needed forms to complete, and Com-missionaire Keating found them both chairs and comforted them and helped all he could. He went again and spoke to one of the officers to ensure they understood what was happening to the ladies. From my observation Commissionaire Keating enjoys his work and treated all who visited the passport office with kind-ness especially the two ladies. I was very impressed with his professional-ism and therefore wanted to send you this note to congratulate him and to congratulate you on the caliber of security officers you employ.

Kryan Dwyer

23 August 2013

RONA

Mr Anthony Pittman

Good Morning Leo I would like to thank you and the Commissionaires for providing RONA with the most professional and best security coverage that we have ever seen. Your guards were always on time and very profes-sional in full uniform. I could not be happier with the results of hav-ing you folks look after this cover-age for us. The Commissionaires are definitely a top pick for us for any future uniform security cover-age needs that we may have. Feel free to pass this along to your boss, or whom ever you would like. Thanks Again and have a great day. Anthony Pittman Resource Protection Investigator / Newfoundland Protection des ressources Ressource protection RONA Tél. / Phone : 709.754.2652 poste / ext. 264 Téléc. / Fax : 709.754.0608 Cell. : 709.631.9370

(Note: Commissionaries Alan McIntosh and Gary Simmons worded the RONA site)

Personnel Files

CNL has adopted a new Employment Management System from Langui Technolo-gies. Each file requires a picture of the respective employee. We currently employ over 300 employees throughout Newfoundland and Labrador. Of that number we have about 90 employees on file without a photo. Commissionaires are asked to re-view the list below. If your name appears on the list we ask that you email a photo of yourself, preferably in uniform similar to the one on the left. The photo should be a head and shoulders shot only. Save the file with your name ie tomthumb.jpg and email it to jlynch@commissionaires.nl.ca. We ask that you email your pictures to us as soon as possible so we can complete our Employee Management System.

Patricia Alteen Fred Armstrong Woodrow Banks Harvey Barrett Matthew Billard Michael Boutiller Darren Brenton Anne Buckle

Gregory Burke Robert Bursey Ken Byrne Donna Carroll

Aaron Christopher Christopher Congram Jeff Cook Joshua Cooper

Grant Cooper Doug Cummins Aiden Denine Darren Dinsmore

Justin Dollard Kathy Dwyer Bart Dwyer Craig Dyson

Don Edgecomb Ben Foley John Gibbons Terry Gordon

Wayne Grant Megan Harnum Gloria Harris John Harrison

Rita Hatcher Linda Hayward John Herve Geraldine Hoyles

Albert Hudson Peter Humphries Scott Hutchings Eric Hutton

Sheila Hynes David Jepson Michael Lee Fred Lockyer

Margaret Mahoney Sandra Mahoney Winifred Major Grant Manuel

Ding Mariel Alan MacIntosh Scott McLachlan Gary McNeil

Austin Mercer George Miller Janine Morris Harrison Mouland

Perry Muise Richard Murray Chris O’Brien Patrick O’Neil

Devon Osborne Donald Ouellett Michael Payne John Peddle

James Penney John Picco Nova Pilgrim Bill Pittman Keegan Power Robert Power Richard Redmond Don Renouf

Kevin Ryan Francis Ryan Gary Simmons Tom Skelding

James Penney John Picco Nova Pilgrim Bill Pittman

Keegan Power Robert Power Richard Redmond Don Renouf

Kevin Ryan Francis Ryan Gary Simmons Tom Skelding

James Penney John Picco Nova Pilgrim Bill Pittman

Gary Slade Wilson Smart Drew Squires Wayne Sturge

Joshlyn Sweeney Carol Sweeney Roy Thistle John Tizzard Leonard Tucker Clarence Vincent Clem Walsh Roma Warren

Rodney Weyh Donna Wiseman Philip Woodrow

The fundamental pur-pose of the Quality

Management System is SUCCESS – the Suc-cess of our business.

To that end:

All commissionaires under-stand that the success of our organization depends on the quality of their individual performance. They must be ethical, self-disciplined, courteous, reliable, fair and honest. Moreover, they must show leadership, especially in stressful and/or emer-gency situations. Commis-sionaires must also maintain a high standard of dress and comportment, as well as demonstrate professional-ism, respect and dedication. Our uniform and our brand is the outward expression of that professionalism and that is why we can never compromise on our dress regulations. Lastly, they should be effective commu-nicators. It is the excep-tional qualities possessed by the Commissionaires of Newfoundland and Labra-dor Division that make us the province’s premier secu-rity provider and the most sought after security agency. We are sought after because our Commissionaires are

well trained, professionally dressed and extremely knowl-edgeable about the security needs and duties of their indi-vidual sites.

From its in-ception 85 years ago, the Canadian Corps of Commission-aires

(Commissionaires) has lever-aged the professionalism, training, experience and ma-turity of its members to build its current reputation of ser-vice quality, consistency and reliability. Commissionaires has sustained this reputation through continual improve-ment born of sound leadership twinned with quality manage-ment practices.

The overall objective of Com-missionaires is to provide meaningful employment op-portunities to former Cana-dian Forces (CF) and Royal Canadian Mounted Police (RCMP) members by deliver-ing a wide range of security and related services of un-compromising quality and

consistency to both public and private sector clients. To achieve this objective, the or-ganization has incorporated a philosophy based on Quality

Assurance Standards detailed in the Interna-tional Standard 9001:2008 Quality Management Systems (QMS).

The Commissionaires National Office (CNO) is an integral component of the or-ganization. Its role is to enable its 17 Divi-sions by supporting and/or coordinating

national imperatives and cor-porate matters on behalf of the National Business Manage-ment Committee (NBMC). It also serves as the secretariat to the National Board of Gov-ernors. The CNO is the ap-pointed coordinating office of Commissionaires ISO and as such is committed to the pro-vision of quality security, ad-ministrative, technical, man-agement and other services to the Divisions it supports and the clients they serve.

This Quality Assurance Man-ual (QAM) is the keystone document of the Commission-aires’ QMS. It outlines Com-missionaires’ quality policies and details the national stan-dard operating procedures in

ISO 9001:2008

Quality Manual

What All Commissionaires Should Know

A Message From The CEO

compliance with ISO 9001:2008. Consistent adher-ence to this QMS ensures con-formity throughout the organi-zation during all stages of ser-vice provision. This QMS-centric approach enables Commissionaires to provide dependable quality assurance and customer satisfaction to its clients.

Should we ever fail to provide dependable quality assurance and customer satisfaction to our clients, steps must be taken to remedy that immedi-ately and to ensure that it does not happen again.

Commissionaires’ should be familiar with the quality objectives contained in the Quality Manual. They are to:

maintain a high stan-dard of training, aim-ing for an 85% suc-cess rate or better for commissionaires per-sonnel on their first attempt at provincial licensing exams (or the first attempt at Commissionaires qualification in prov-inces/territories with-out licensing require-ments) after comple-tion of commission-aires training;

increase the total number of veterans employed on an an-nual basis;

achieve a customer satisfaction rating of 85% or greater on NMSO customer satis-faction sur-veys;achieve a cus-tomer satisfaction rat-ing of 85% or greater on all contracts, other than NMSO, meas-ured through the use of Site Visits, Client Visits and Client Satis-faction Surveys (Nationally and locally generated);

conduct annual inter-nal audits and Man-agement Review Committee Meetings at the CNO and Divi-sional levels at the call of the ISO Manage-ment Representative. Copies of the minutes of all Management Review Committee Meetings will be for-warded to the Com-missionaires National ISO Management Representative for in-clusion in the Com-missionaires main ISO file;

conduct an NBMC Management Review Committee Meeting at least yearly, or more frequently as deter-mined by NBMC;

review all significant matters received from/noted at CNO and Di-vision Management Review Meetings at the Commissionaires

Management Review Committee at its an-nual meeting (a signifi-cant matter is a non-conformance report, an area of concern or opportunity for im-provement identified by an external audit or any matter deemed to require national level review by a Divisional Management review);

forward all recom-mended changes to policies, procedures, objectives or any ele-ment of this manual to the Commissionaires National ISO Manage-ment Representative for inclusion in the agenda of the annual meeting of the NBMC Management Review Committee. Following approval by the Com-mittee, the Commis-sionaires National ISO Management Repre-sentative will promul-gate any amendment(s). All changes will be entered in the Quality Policy Manual and noted accordingly on the Amendment Sheet; and

implement and main-tain a Quality Manage-ment System based on the Quality Assur-ance Standards de-tailed in ISO 9001:2008 at CNO and the Divisions.

ISO 9001:2008 Quality Manual

August 2013 Dear Fellow Commissionaire: My name is Terry Alexander, and I am currently working as a casual at St. John’s International Airport. Dur-ing my downtime, I am also self-employed as a financial advisor, helping clients throughout Newfoundland and Labrador. I also know from reading the Minutes from the recent CLRC meeting that having a benefits program in place is of a big concern to many members. It is with that in mind that I’d like to take a few mo-ments to tell you about the products and services available through me, and how I can help you. Programs available include:

Life Insurance Investments Fracture Accident Benefit Health & Dental Insurance Disability Insurance Stand Alone Accidental Death & Dismemberment Insurance Guaranteed Issue Critical Illness Insurance Final Expense Coverage

All of these programs can be custom designed to suit your individual situation. There is absolutely no obliga-tion, and you are guaranteed the strictest of confidence. To learn more about the various products available, and to custom design a program geared towards your individual needs, please visit my blog at www.thesecurityofplanning.wordpress.com, or call me at the number listed below. Thank you, Terry W Alexander 709-730-4801

The Security of Planning

CEO’ Commendation Pins

Commissionaires are ad-vised that HQ is instituting a CEO’s Commendation Pin to recognize exemplary ser-vice in the field. The CEO’s Commendation will be awarded to individuals who have performed commend-able service to the Corps in general or to a specific work site. The Commendation consists of a certificate and a lapel pin for wear on the uniform. The pin should be worn on the right side of the shirt above the word “Security.” Site Managers are asked to advise us when a Commissionaire performs an act that demonstrates ex-emplary service so that we can issue a CEO’s Com-mendation. Notice can be in the form of an email but should include specific de-tails on the incident/event and the nature of the exem-plary service. The CEO’s Commendation is a small token of our appreciation for the exceptional work pro-vided by our employees.

New Awards To Be Inaugurated Under the Auspices of the CLRC

Two new Awards have also been in-troduced to CNL which will both be administered by the CLRC. They are the CEO Award of Excellence and the CLRC Award of Excellence. These awards are for employees or teams of employees who, by their outstanding contributions and achievements, support the mission and vision of Commissionaires New-foundland and Labrador

The CEO Award of Excellence-Who is eligible?

Any Commissionaire who has dem-onstrated a commitment to excellence in one of the following categories:

Innovation: implementing new ideas that have impact

Leadership: modeling the best in leadership skills

Community Capacity Building: using connections and partner-ships to better serve the popula-tion

The CLRC Award of Ex-cellence. Who is eligible

Any Commissionaire who has demonstrated a commit-ment to excellence in one of the following categories:

Safety: raising aware-ness and driving safe work practices

Mentoring: motivating through advice, coaching and guidance

Divisional Awards

Veteran walking to raise money for

PTSD service dogs

Veteran walking to raise money for

PTSD service dogs

Retired Sea King

helicopter navigator

Medric Cousineau hopes to raise $350K

A Canadian Armed Forces veteran from Nova Scotia is on a campaign to raise money and awareness for veterans suffering from post traumatic stress disorder. Cpt. Medric Cousineau and his service dog are walking through 50 communities in Nova Scotia, New Brunswick, Quebec and Ontario, with a goal of raising $350,000. The retired Sea King helicopter navigator, who has been suffer-ing from PTSD since risking his life in a daring rescue opera-tion off the coast of Newfoundland in 1986, hopes the campaign, Paws Fur Thought, will buy 50 service dogs for 50 veter-ans in need. Cousineau says his life has dramatically improved since he got his yellow Lab, Thai, from the Royal Canadian Le-gion two years ago. 'Before I had gotten her, I had so severely isolated

"She can sense the change in my blood chemistry and if I wander off, it triggers a change. She can smell it and she interacts with me to get me to stop going where I was." Cousineau, who estimates he is walking the distance of a half marathon every day, is scheduled to be in Saint John on Tuesday. He will stop and talk to peo-ple and accept donations along the way, including some cheque presentations from local organizations. There will also be a Hot Dogs Fur Service Dogs BBQ at the #69 Legion on Wilson Street from 3 p.m. until 5 p.m. The campaign, which started in Eastern Passage, N.S. on Aug. 1, is scheduled to wrap up in Ottawa on Sept. 19.

from pretty much everyone and everything.'—Medric Cousineau

"I had no idea of the magni-tude of the change," Cousineau told CBC News. "Near the end, before I had gotten her, I had so severely isolated from pretty much everyone and everything," he said. "I have a 10 by 12 garden shed and I pretty much lived out there because I had one door and one window and I

could watch them both." Cousineau credits Thai's skills for his recovery. "Everything from covering my back in public so that peo-ple won't touch me from the backside because I have se-vere hyper vigilance issues. She also deals with dissocia-tive recall," he said.

Retired Sea King helicopter navigator Medric Cousineau and his service dog, Thai, will be in Saint John on Tuesday

Commissionaires Board Room & Video Conference Rental

The Commissionaires Board Room & Video Conference Center is available for your business needs. Our closed door facility comfortably seats 12 people, has wireless Internet, and access to our video conference equipment. Our competitive rates include:

Projector and flip charts

Photocopier, fax and printer (limited quantities or additional fee may apply)

Video Conference access

Our Video Conference facility allows for direct, interactive contact with your client base across the province, out of province, even overseas. You will have the ability to invite staff members from your other business lo-cations to interact and take part in meetings without incurring unnecessary travel expenses. As well, it will enable you to conveniently interview, face to face, that perfect candidate who may reside in a different town, city or province.

Need catering service? We will be happy to make the arrangement for you.

Corporate Business Rates

Full Day: $250.00

Half Day: $125.00

Per Hour: $40.00

Call 754-0757 Today To Book Your Video Conference Meeting

At Commissionaires Newfoundland and Labrador 207A Kenmount Road

St. John’s, NL www.commissionaires.nl.ca

The top five benefits of Video Conferencing: 1. Reduced travel costs

2. Increased productivity across dispersed workforces and teams

3. Reduced environmental impact-green technology

4. Increased collaboration

5. Sustained competitive advantage-time savings

Rob Roper Matt Ryan

Adam Noseworthy Chris Congram

Paul Blaine Edith Cuerrier

Bill Murphy Brian O’Toole

John Wilson Brian Batsone

Wayne Abbott Daniel Earle

Charles Hapgood Mike Kelly

Ben Foley Austin Mercer

George Miller Aaron Kfir

Wayne Miller John Picco

Clement Walsh Bert Nicks

Daniel O’Donnell Tom Donovan

Philip Woodrow Keith Crocker

George Roberts Greg Kennedy

Baxter Wheadon Craig Frawley

Melissa Hann Nathan McLachlan

Michael Payne Derrick McGrath

Commissionaires Celebrating Birthdays in August 2013

53091-0411

Setting Life Priorities: Figuring Out What Is Important to You

There are two types of priorities: short-term priorities and long-term priorities. Short-term priorities include your daily to-dos: tasks at work and home, such as finishing a report, cooking dinner, or helping your child with homework. Long-term priorities, or life priorities, are the relationships and activities that make us happy, the things that really matter in life. In this article, you’ll find information and advice about figuring out what is really important to you and making sure your life reflects these priorities.

Step 1: Thinking about your priorities It’s easy to figure out your priorities for the day or even for the week. You know generally what needs to get done and how to do it. But figuring out what’s important to you in your life -- what makes you truly happy -- and learning ways to fit those things into your everyday schedule can be challenging. The first step is to begin identifying your priorities. Everyone has different priorities. Yours might be spending time with friends or family, advancing your career, taking care of yourself through diet or exercise, or being involved in your community. The following exercise can help you begin to understand what’s most important to you in the different parts of your life. In the spaces below each category, write down the activities or tasks you’d like more time for in that part of your life. These might include working on a special project at work, developing and encouraging the people on your team, working with your child to overcome a reading problem, or applying to graduate school. Here are some questions that can help you think about your priorities:

• What are the big things and small things that you want extra time for?

• How would you spend your time if you could clear your schedule, eliminate many of the day-to-day demands, and start over?

• Ask yourself, “Why is making these changes important to me?”

Overview

Tips for figuring out what is important to you and making sure your life reflects these priorities.

• Step 1: Thinking about your priorities

• Step 2: Setting goals based on what’s most important to you

• Tips for setting achievable goals

• Put your goals in writing

2 Setting Life Priorities: Figuring Out What Is Important to You

Professional/work

My health, well-being, learning, and growth

Family/friends

Community/citizen

Financial

_

Leisure

Other

3 Setting Life Priorities: Figuring Out What Is Important to You

Step 2: Setting goals based on what’s most important to you If you noticed that your list of priorities or how you’d like to be spending your time doesn’t match up with how you actually spend your time, you may need to set some specific goals to help you better align your life priorities with your day-to-day activities. Refer back to the list that you made above. It’s easier to work on one thing at a time so choose and number your top five priorities and start with the one priority that appeals to you most. Then work on turning that priority into a set of goals to act on. Setting goals is an effective way of helping yourself get to what’s really important. Goals give you the first outline of a plan of action. Think about how you could turn your number one priority, or “want,” into a realistic and specific goal. For example, if spending more time with friends is very important to you, you might decide to set a goal of reserving one evening each week to get together with a friend. If getting in shape is a priority, you could set a goal like “Join health club and sign up for three sessions with a personal trainer.” Tips for setting achievable goals One good guide for setting goals is to use the SMART system. Set goals that are Specific, Measurable, Action-oriented, Realistic, and Time-limited.

• Specific goals are clear and narrow enough to guide you. For example, “Meet once a week with each member of my work team” is a specific goal. “Be a better manager,” however, is too vague to be useful.

• Measurable goals allow you to see and measure your progress. “Finish at least five paintings by the end of the year,” is a measurable goal. “Spend more time on painting” is not and may leave you without a clear road map for achieving your goal.

• Action-oriented goals focus on steps to take. “Join a hiking club this fall” is an action-oriented goal, but “Make new friends,” may not provide enough direction.

• Realistic goals are within reach, though they might still be challenging. “Take graduate school exams this spring” may be a realistic goal, while “Ace graduate school exams and get into top schools,” may just be too large to handle.

• Time-limited goals have deadlines or time guidelines. “Lose 10 pounds over the next three months,” is a time-limited goal, while “Lose 10 pounds,” without a time frame plays into our tendency to put things off.

You can apply the SMART method to each of your priorities.

4 Setting Life Priorities: Figuring Out What Is Important to You

Put your goals in writing Use the space below to write down a few goals.

Keep this list of priorities and goals and refer to it from time to time. Your goals and priorities may change over time as your life changes, but, by looking back at what’s important to you and your plan for making sure your life reflects these priorities, you’ll be able to stay on track and make time for the things that are really important to you. Written with the help of Alexandra Mezey, LICSW. Ms. Mezey has a master’s degree in social welfare, and completed postgraduate training in family therapy and advisement for Employee Assistance Professional certification. She has worked as a family therapist and an EAP counselor, helping people with issues across the lifespan. She is President of Life Clarity Coaching, located in Massachusetts, working with people in transition. © 2006, 2011 Ceridian Corporation. All rights reserved. 042711