REPORT OF THE JUDGES

2016 ExcEllEncE in GovErnancE awards / Prix d’ExcEllEncE En GouvErnancE

2

Report printing courtesy of:

2

3

report of the judges

inTroducTion

2016 marks the fourth year of the Excellence in Governance Awards (EGAs).

Governance Professionals of Canada (GPC), formerly the Canadian Society of Corporate Secretaries (CSCS), created the EGA program in 2013.

The EGAs recognize the important contribution governance professionals make in terms of best practices that build and sustain shareholder and stakeholder value with their organizations. The EGAs highlight the critical role of good governance, which enhances the value of Canadian organizations and contributes to the competitiveness of Canada’s economy and its capital markets.

This program has been a great success, underscoring our belief that these awards represent a welcome and important recognition for the Canadian corporate governance community.

This report is intended to provide insight into some of the accomplishments that have set the winners apart and to communicate the judges’ rationale behind selecting the winning organizations. It is our intention that this report will serve as a useful reference for others and help them better understand the best practices that the judges felt were demonstrated by this year’s EGA winners.

We also hope that this report will provide awareness on the overall standard of good governance in Canada and will encourage Canadian organizations to continue to be innovative in their governance practices.

Lynn BeauregardPresident, GPC

4

EGA sponsors 5

shortlisted companies 6

judges 10

award winners 12

2017 nominations 22

about GPC 23

contents

4

5

EGa sponsors

PrEsEnTinG sPonsor

award sPonsors

EvEnT sPonsor chamPaGnE sPonsor

TaBlE sPonsors

mEdia sPonsors

6

BEsT PracTicEs in susTainaBiliTy and EsG

sponsored by:

shortlisted companies:

BEsT PracTicEs in EnTErPrisE risk manaGEmEnT

sponsored by:

shortlisted companies:

shortlisted companies by category

7

BEsT PracTicEs To EnhancE Boardroom divErsiTy

sponsored by:

shortlisted companies:

BEsT aPProach To achiEvinG EffEcTivE Board and commiTTEE oPEraTions

sponsored by:

shortlisted companies:

8

BEsT PracTicEs in sTraTEGic PlanninG, ovErsiGhT and valuE crEaTion

By ThE Board

sponsored by:

shortlisted companies:

BEsT EnGaGEmEnT By a GovErnancE TEam

sponsored by:

shortlisted companies:

9

BEsT ovErall corPoraTE GovErnancE

sponsored by:

shortlisted companies:

BEsT Pay for PErformancE

sponsored by:

shortlisted companies:

10

judges

The EGAs judging panel is composed of seasoned and well-respected governance thought-leaders from across Canada. GPC has carefully selected the judges to ensure representation from all aspects of the governance community including shareholder representatives, regulatory experts, leading academics and practitioners.

JudGinG PanEl:

10

Gigi DaweDirector, Corporate Oversight and Governance, CPA Canada

Sylvia GrovesPresident and Creative Director, Governance Studio

Dr. Richard LeblancAssociate Professor, Law, Governance and Ethics, Director, Master Financial Accountability Program, York University

Carrie MandelPartner, Legal, Compliance and Regulatory Practice, Spencer Stuart

Paul SchneiderHead of Corporate Governance, Public Equities, Ontario Teachers’ Pension Plan

Brendan SheehanManaging Director, Corporate Governance, Rivel Research Group

Elizabeth Watson, QC Founder and President, Watson Inc.

10

1110

honorary JudGE:

Peter DeyChairman, Paradigm Capital Inc.

shorTlisTinG JudGEs:

Wendy King Vice President, Legal, Risk and Governance, Capstone Mining Corp.

Christine Staley Director of Professional Development, Canadian Corporate Counsel Association

JudGinG faciliTaTor:

Geoffrey D. CreightonPresident and Chair, In-House Counsel Worldwide

Sheldon Stener General Counsel and Corporate Secretary, Federated Co-operatives Limited

Terri Uhrich Vice President, Legal Affairs, K+S Potash Canada

11

GPC would like to extend a special thanks to the Canadian Corporate Counsel Association (CCCA)

for providing the shortlisting jury panel.

12

best practices in enterprise risk management JudGinG criTEria:

Enterprise risk management (ERM) is a management tool that encompasses the methods and processes used by organizations to manage risks related to the achievement of their objectives. As such, the ERM program was not premised only on risk avoidance, but also allowed management to bring the company’s material risks to the board’s attention and assisted the board to understand and evaluate how these risks interrelated, how they affected the company, and how they could be managed.

The board’s responsibility for risk oversight and management’s responsibility for enterprise risk management was clearly delineated. The entire board was ultimately responsible for overseeing risk and benefitted from drawing on the board’s full resources. The board played an active and direct role in risk assessment; assessed any event or condition that materially affected long-term performance or caused material destruction of asset or shareholder value. The process was broadly accepted or embedded in the board’s annual agenda with the support and sponsorship of the board’s chair and the chief executive.

The judging panel looked for a highly engaged functioning board, for instance, its deep dive look and other due diligences into the company, its capital structure, industry and markets, to understand and address inherent risks and opportunities.

winnEr: vancouvEr airPorT auThoriTy

JudGEs’ commEnTs:

Vancouver Airport Authority has adopted a continuous process to ERM. Over the last year, the Airport Authority has moved from a simple red-yellow-green risk matrix to a more robust matrix that looks at the likelihood and severity of a risk event at both an inherent, residual and target level of risk.

The judges felt that Vancouver Airport Authority has done a tremendous job implementing an ERM framework that clearly identifies, maps and rates the likelihood of risk events materializing for the broad array of risks facing the organization. There is regular and strategic oversight by the ERM committee and the board. They were also impressed by the use of external consultants to develop a best in class framework and the use of technology and metrics in establishing the system. The company has also developed a comprehensive matrix and process to stay on top of all their wide-ranging risks at the same time. There is a strong sense given the breadth and depth of the program that the board is very engaged.

Vancouver Airport Authority’s ERM Committee is a cross-departmental team of executives, led by the senior vice president and including five vice presidents, and senior managers. It meets monthly to review ERM matters and the risk register. In addition, ERM has been implemented as a standing item at the organization’s regular board, executive team and director-level meetings. Issues raised by all of these groups are routinely discussed by the Airport Authority’s ERM Committee as well as being mapped to the Risk Register to ensure all risk are appropriately rated with new risks developed as required.

13

JudGinG criTEria:

This category considered the board’s responsibilities for the company’s sustainability policies and strategies as well as the board’s role in designing processes that effectively addressed its own sustainability. Other factors included approaches to environmental, social and governance (ESG) issues and risks faced by the organization. Sustainable governance considers not only the board’s role in ensuring the long-term and enduring success of the company but also the steps the board took to ensure it remained effective in its oversight function into the future.

Entrants in this category were judged on the board processes in place that instilled and supported a culture of sustainability across the organization.

winnEr: ThE co-oPEraTors

JudGEs’ commEnTs:

The judges noted that the Co-operators embed sustainability and ESG in every aspect of its business. The organization expressly set a goal to be a sustainability leader and has metrics indicating it is achieving this goal. For example, the Co-operators have introduced over 10 sustainable products since 2008, redefining the manner in which it operates to achieve sustainability goals, such as a reduction of carbon footprint; and achieving a high employee engagement on sustainability. They walk the talk on sustainability.

The judges were also impressed that the Co-operators’ sustainability governance model embedded sustainable practices into all of the key board roles including nominations, director orientation, director education, CEO recruitment, job position, performance objectives and appraisal, succession planning, executive compensation and board and director evaluations. The Co-operators’ board also demonstrates sustainability governance by incorporating sustainability into its own operational practices, such as reduced air travel, green meetings, and other sustainability measures, including measuring and disclosing the environmental impacts of board meetings.

Another key component of the Co-operators’ sustainability governance is having a standing board committee to provide regular oversight and advice on the development and implementation of the sustainability strategy and ensuring sustainability is fully and consistently embedded in the culture. As sustainability keeps evolving and stakeholder expectations keep changing, the Co-operators express that having a standing board sustainability committee as an essential component of their successful sustainability governance practices.

best practices in sustainability and EsG

14

best approach to achieving effective board and committee operationsJudGinG criTEria:

Directors, individually and as a group, should bring important and unique talents to bear for an organization. They can however only do so if board and committee composition, processes and time are managed to maximize their governance and strategic oversight functions.

In this category, the judges looked for what an organization did that was unique, innovative and not merely bets practices in the following areas: how an organization ensured they had the right board in place; the philosophy on board renewal and how this was carried out in practice; succession planning, board nomination and renewal processes, talent management, and board/director evaluation strategies; how an organization ensured their board remained current and educated; onboarding and continuing education strategies; how the board and committees made the best use of limited time; the formulation and management of board and committee materials; the allocation of responsibilities between board and committees; and board/committee interaction and agenda planning and follow up.

winnEr: royal Bank of canada

JudGEs’ commEnTs:

The effectiveness of the board at RBC is achieved by selecting the right individuals and then orienting and educating them in an optimal way, such as in presentation coaching to ensure messages are delivered effectively and efficiently. Directors are provided with an ongoing education program, which includes presentations by external experts and senior executives on the business and regulatory environment as well as specialized and complex aspects of RBC’s business operations. This ensures directors understand their responsibilities, and keeps their knowledge of RBC’s businesses current in order to carry out their duties.

Directors at RBC view the corporate secretary as a strategic partner and trusted advisor to the board akin to other members of senior management, including the general counsel. To ensure that directors are fully prepared and informed, RBC’s General Counsel provides regular updates to the board’s Audit Committee on legal matters, and where the situation warrants, to the full board as well.

RBC’s corporate secretary maintains a secure board portal through which directors receive comprehensive information prior to each board and committee meeting and regular updates between board meetings on matters that affect RBC’s businesses. The board portal also includes a comprehensive Resources Centre that is maintained by the corporate secretary that includes information on RBC’s businesses, educational presentations, potential continuing education opportunities, relevant articles and important information relating to the role of an RBC director (including a comprehensive Director’s Guide, which clarifies principal roles and responsibilities of directors and provides a corporate governance overview of the board, the structure of the board and its committees, board authorities and delegations, and the organizational structure, legal framework and key policies and procedures of RBC).

15

best practices to enhance boardroom diversity JudGinG criTEria:

Entrants were judged on the diversity of their board of directors, including consideration and disclosure of: a diversity policy;

measurable diversity objectives and regular progress reporting; director term limits and turnover; board and committee chairship;

diversity incorporation within the board evaluation and director identification and selection processes; the objective application of a

director competency and skills matrix; the verifiable existence of an organizational culture of inclusion; and other leading practices,

such as the verifiable existence of a robust and implemented talent management strategy, director interviews, restrictions on the

number of boards on which directors serve, and the recruiting of diversity candidates and first-time directors not previously known

to the board.

Overall diversity at the board and senior management level were given specific attention, as were strategies and timelines

for increasing all forms of diversity within the organization. Judges looked for connections between diversity and changes in

organizational outcomes.

winnEr: GoldcorP inc.

JudGEs’ commEnTs:

In an industry not known for its diversity, Goldcorp Inc. (Goldcorp) has successfully undertaken a focussed effort to ensure

boardroom diversity in a traditionally male dominated industry. It has achieved impressive results, with 27% of its board

members being women. This was achieved by working hard on the recruitment process. Goldcorp does not use quotas but

instead the board discusses diversity at every governance meeting. Judges were also impressed by the pipeline development

programs such as “Creating Choices” and “Growing Choices” which Goldcorp has established to ensure that diversity is

developed from the ground up and women are retained and advanced. It is impressive that over 1,500 women have graduated

from these programs. The commitment to diversity through a top down and bottom up approach made Goldcorp a compelling

choice as the winner of this category.

Education is key to change and judges noted that Goldcorp is raising awareness of what diversity truly means, the value it

brings to an organization, and how to recognize unconscious biases. This year Goldcorp provided an ‘Unconscious Bias’ training

to all their executive leaders and management team. Furthermore, they extended the training to their diversity committee so

that they can help each other in recognizing and changing their unconscious biases. Along with that, Goldcorp also engaged

their employees on a diversity survey to help them determine where they are as an organization and as a way to set a baseline

from which to measure improvements.

16

best practices in strategic planning, oversight and value creation by the boardJudGinG criTEria:

Entrants were judged on the role of the board in value creation and strategic oversight, the board’s setting standards for a value creation process and how the board lead management to develop an optimal value creation plan. The company’s strategy was one of the key determinants of shareholder value, so the importance of effective board oversight of strategy was clear.

Shareholders and stakeholders ultimately hold the board accountable for long-term value creation and strategy form the basis for this. Management needs the board’s long-term perspective to offset daily pressures such as dynamic markets and quarterly earnings expectations to focus on the near term.

An annual review and approval of strategy is both too little and too late for responsible oversight of this critical function. Boards provided input and had visibility into the strategy, including planning, development, and execution, monitoring and assessing strategic risk.

Judges assessed finalists on their boards’ input to the planning process and looked for the demonstration of collaboration with, and guidance to the executive team throughout four phases including: preparation, strategy formulation, execution and monitoring. The judging panel also looked for evidence of an engaged board and evidence of a business model that could consistently produce earnings and positive cash flow.

winnEr: Transcanada corPoraTion

JudGEs’ commEnTs:

The judges were impressed with TransCanada Corporation’s commitment to ensure that strategic planning and analysis of progress is an ongoing and dynamic process. While a strategic planning session is held each year in June over two days as well as at least four strategic sessions throughout the year, strategy is also discussed at every board meeting, and embedded in each decision made by the board. The board is focused on value creation for shareholders and operates on the belief that a focused strategic plan, executed effectively, is the most effective way to create shareholder value.

Board members meet regularly with management to discuss strategic priorities and examine diverse points of view on the energy industry. These discussions between management and the board promote diversity of perspective and help prepare management for emerging trends that may currently be outside of TransCanada’s three core business platforms, but could ultimately effect the company’s strategic directions. The board may also request a “deep dive” into a specific topic or technology, to better understand its long term implications for the company. For example, “clean energy” was recently the TransCanada Corporation’s deep-dive topic.

17

best engagement by a governance team

JudGinG criTEria:

This category assessed nominees’ overall communication and engagement with the constituencies that were important to their

particular organization. This may include - among others - shareholders, investors, employees, suppliers, regulators, communities,

donors or customers. Consideration was given to a nominee’s overall shareholder/stakeholder engagement activities and the value

this engagement creates for the constituencies it exists to serve.

Two awards were granted in this category: one specifically for publicly-listed entities where the focus is upon shareholder

engagement; and the second to an organization in respect to its engagement with its particular stakeholders. In both cases, judges

looked at the regularity of engagement; the quality, readability and effectiveness of written disclosures; variety of formats for

communication, and overall level of responsiveness.

The judges also examined at how engagement is integrated into business practices, how the investor relations (IR) and governance

functions interact and how the organization communicates and uses the shareholder/stakeholder feedback received to improve

its operations. They also looked at the effectiveness of investor outreach activities and accessibility of the board and the level of

responsiveness to shareholders/stakeholders, including the degree to which the engagement program is proactive.

winnEr (PuBlicly lisTEd): manulifE financial corPoraTion

JudGEs’ commEnTs:

The judges noted that Manulife Financial Corporation (Manulife) provides user friendly guidance for communication between shareholders

(and other stakeholders) and the board directly, and/or management, depending on the subject.

Shareholder engagement is a key area of focus for Manulife and the corporate secretary and governance team is integrally involved in the

process of shareholder engagement and communication, working closely with investor relations, senior management and the board.

The corporate secretary and governance team is primarily responsible for communications with retail shareholders through the shareholder

services team that reports to the corporate secretary; this team is often the first point of contact for these shareholders and facilitates

communication between these individuals and management and/or the board. Manulife’s team is also involved in the board’s shareholder

engagement program for institutional investors and works closely with investor relations to address any governance-related matters

arising from interactions with those investors. Along with this, they also support the board and management in its efforts to communicate

effectively with shareholders.

18

winnEr (oThEr orGanizaTions): GorE muTual insurancE comPany

JudGEs’ commEnTs:

In its community, Gore Mutual Insurance Company (Gore) clearly engages with stakeholders before key governance or strategic changes

are made. The organization presented concrete examples that demonstrated tangible results that added value to the company. Judges

were impressed with the extent to which stakeholder engagement and governance are interconnected and aligned.

Gore’s corporate secretary has a unique role of working with and reporting directly to the board as well as to the CEO and is the direct

liaison between the board, management and members, and as such, must provide expert and independent advice at all times.

Where there is a conflict between stakeholders, it is the corporate secretary’s responsibility to seek the appropriate information and expert

advice on the matter and to communicate and advise in a factual and independent manner the key factors for consideration in resolving

the conflict, based on legal requirements, independent expert advice and best practices.

best engagement by a governance team

19

best pay for performance

JudGinG criTEria:

Executive rewards in the governance landscape is an increasingly complex area. At the forefront of the compensation discussion is the subject of pay for performance. Pay programs need to attract and retain key talent, motivate appropriate performance at all levels of the organization, and create an alignment with business imperatives, cultural objectives and shareholder value.

Judges looked specifically for evidence that the compensation philosophy and practice ensure a pay for performance linkage, fulfillment of disclosure requirements and the optimum alignment of compensation to corporate strategy.

The nominee had to define and articulate its compensation philosophy in terms of desired pay positioning, peer group, mix of short and long term compensation, performance measurement and management, succession, and retention and recruiting strategies.

Supporting materials included fairness opinions, competitive market research, and independent pay for performance assessments. The nominee needed to also discuss its use of and/or policy toward employment contracts, discretionary grants, severance and change of control agreements, clawbacks and other compensation tools; how the compensation peer group is calculated, whether the board has the ability to make discretionary payments to the executive team.

winnEr: mEG EnErGy corP

JudGEs’ commEnTs:

MEG Energy Corp. (MEG) has developed a strong framework for ensuring that pay is connected to performance through a combination of short and long term incentives. The board’s willingness to exercise its discretion to reduce the value of performance compensation when operational objectives are met but shareholder returns are less than anticipated, demonstrates a true commitment to tying pay to performance.

MEG asks questions such as: Where is MEG headed and what opportunities and threats might be encountered along the way? These are answered in the strategic plan, supported by appropriate goals and objectives set within appropriate risk tolerances. This is precisely where the links between compensation and governance strategy begin and what the judges look for.

The objectives that make up MEG’s annual short-term incentive plan scorecard in the areas of finance, health and safety, operations, development and marketing are those which the board feels best support the successful execution of the firm’s strategy. Similarly, the metrics, targets and weightings chosen for MEG’s performance-based long-term incentive plan, namely: production, non-energy operating costs and relative total shareholder return, align with the long-term value creation outcomes set out in the strategic plan. In this way, the compensation realized by management relates directly to the accomplishment of key strategic goals over both the short and long term. This is how MEG defines pay for performance and is also the means by which they tie the two together.

20

best overall corporate governance JudGinG criTEria:

These pinnacle awards honour organizations that demonstrated their ongoing commitment to overall corporate governance. Nominees described the overall governance structure and systems and articulated their processes for continuous improvement. One award is for a publicly traded company and the other award is from all other sectors (non-publicly traded entities, including: crowns, co-operatives, private companies, credit unions, not-for-profit and charitable organizations, hybrid organizations).

winnEr (PuBlicly lisTEd): canadian naTional railway comPany

JudGEs’ commEnTs:

Canadian National Railway Company (CN) has always recognized the importance of good governance and their governance practices are truly integrated in their business operations and are not viewed in isolation. Judges noted that they are committed to being a responsible corporate citizen.

Judges felt that CN’s delineated governance roles, integration of management into governance, world-class supporting structure and robust stakeholder engagement all characterize CN’s commitment to excellence in governance all around. Sound corporate citizenship touches nearly every aspect of what they do, from governance to business ethics, from safety and sustainability to operations and marketing. CN has consistently been at the top of the class since governance assessments started in the early 2000’s.

winnEr (oThEr sEcTors): aTB financial

JudGEs’ commEnTs:

Governance and transparency is a key differentiator for ATB Financial (ATB). Accountability and transparency in decision-making is key for a financial institution the size of ATB, which flows from the board through executive management all the way to the front-line team members. In addition, the corporate strategy that is developed by management and challenged and approved by the board is communicated to each team member at ATB.

Each team member of ATB is accountable to the key components of the strategic plan relevant to that team member. This means that at ATB, each team member has an understanding of his or her role in executing on that strategy and what they need to focus on to ensure ATB meets its goals.

Through continuous improvement and clear guiding principles, ATB has crafted a governance system that ensures actions align with principles. Its governance structure addresses key issues such as diversity, sustainability and ethics. ATB proves to be a great example of an organization committed to overall accountability and transparency at all levels.

21

Peter dey governance achievement awardJudGinG criTEria:

The Peter Dey governance achievement award is meant to recognize the outstanding and ongoing achievement by an individual in

the realm of corporate governance in Canada. This person needed not be a GPC member, or a corporate secretary, rather someone

who has significantly impacted the way companies are governed, regulated, or how they communicated with investors and the wider

community.

GPC has Peter Dey to thank for its inception as it was formed around the time the Dey Report was issued in 1994 in order to respond

to a growing demand from governance professionals for a forum of like-minded individuals. As such, GPC considers Peter Dey to be

the “godfather of Canadian governance” and has named this award after him.

winnEr: kaThlEEn (kaTiE) Taylor

JudGEs’ commEnTs:

Katie Taylor is an extraordinary executive, board member and now, board chair. Taylor

was the leader of the Four Seasons Hotels and greatly responsible for its success. Taylor

has now moved into a position as a director of the Royal Bank of Canada (RBC), our

largest publicly traded company.

She has given RBC the benefit of her executive experience and great leadership around

the board table. She is also an active supporter of the community, as chair of the

board with SickKids Hospital Foundation. Her colleagues attest that Taylor focuses on

details and nuances at a level that most people don’t think of, and that she has a great

discipline of thought. She brings a level of integrity and a demeanor that is effective in a

governance context and that makes everyone involved better for her contribution. Taylor

has encouraged more women on boards and has helped them to recognize that they

are capable of a role that she herself has taken. Taylor gets what good governance is all

about and she gets that it’s a partnership between the shareholder and the issuer. She

wants to listen, learn, and do the right thing and she is making governance at Royal Bank

of Canada (RBC) top notch.

22

submit a nomination for the 2017 Excellence in Governance awardsnominaTions will BE accEPTEd from fEBruary 1, 2017 To may 31, 2017

EliGiBiliTy

The awards are open to all organizations and to corporate secretaries, general counsel, governance and compliance officers at any company listed and head-quartered in Canada.

In order for the nomination to be considered, materials submitted in support of the nominations must relate to activities that took place between February 1, 2016 and January 31, 2017.

Nominations may be submitted in multiple categories, however each submission requires an entry form per category.

The judging committee is solely responsible for selecting winners. GPC staff and board members will not be directly or indirectly involved in nominating companies, selecting the shortlist, or choosing winners. The judges’ decision is final and no negotiation will be entered into.

how To suBmiT a nominaTion

1. nominate yourself, your team, or your peer(s). start with an executive summary.

For all categories the nominee must submit an executive summary outlining achievements and addressing each specific criteria as outlined in the nomination brief. The summary must include a description not only on the specific criteria but must explain why the company/individual/program is unique and what makes it “the best.” This should include a narrative of not only what was done but “how” and “why”. The judging panel requires a clear and consistent explanation of what differentiates the nominee from its peers. The executive summary is limited to 750 words.

2. upload supporting materials.

If including supporting materials please direct judges to specific sections/pages that best support your submission. Be as accurate, specific and brief as possible.

3. Provide nominee consent. complete, sign, and submit the entry form.

You may nominate yourself or an organization other than your own. In either case, the executive summary needs to be submitted as described above, including the relevant supporting materials. The nominee(s) will also need to complete and sign the standard entry form indicating their consent to be considered in the judging process. If a nomination is submitted for another organization or individual(s) and the nominating party wishes to remain anonymous, please make a note of this on the summary form and GPC will follow up with the nominee(s) directly for their consent and materials.

If you would like a reminder when the award nominations open, please email awards@gpcanada.org.

23

Governance Professionals of Canada (GPC) is a national association of governance professionals from public, private, crown and not-for-profit organizations in Canada and the United States. Following the tabling of the Peter Dey report in 1994, the Canadian Society of Corporate Secretaries (CSCS) was created to provide professional support to corporate secretaries and related governance professionals who needed networking opportunities and continuing education opportunities in light of the report’s requirements. In August of 2016, the board and its members voted to change the organization name to one that would reflect the diversity of its well-renowned membership to GPC.

GPC focusses on best meeting practices, effective stakeholder communications, disclosure and effective board administration. We provide resources on industry leading principles of good governance and ethics and continue to focus on advocacy, development, and networking.

about GPc

23

for further information, please contact:

Lynn Beauregard, President21 St. Clair Avenue East, Suite 802Toronto, ON M4T 1L9, CanadaPhone: 416-921-5449 Toll-free: 1-800-774-2850Email: awards@gpcanada.orgWebsite: www.gpcanada.org/EGA