EEDC 2013 Annual Report

A NEW ENERGYAnnual Report 2013Edmonton Economic Development

WHO WE ARE AND WHAT WE DO

Edmonton Economic Development is the primary catalyst for economic development

in Edmonton. We are a wholly owned entity of the City of Edmonton, governed by an

independent Board of Directors and managed by an entrepreneurial team that understands

Edmonton’s business leaders and investors.

Responsible for providing leadership to the economic growth strategy for Edmonton and the

Edmonton Region, Edmonton Economic Development is accountable for:

• Supporting industry growth and diversification

• Stimulating entrepreneurship and innovation

• Marketing the city image in target markets

• Managing the Shaw Conference Centre

• Boosting tourism, events and attractions

• Enriching the Edmonton Research Park and business incubators

Edmonton Economic Development works in close partnership with key stakeholders in the

economic development system – specifically, the City of Edmonton, Edmonton International

Airport, post-secondary institutions, the Government of Alberta, regional economic development

agencies, Port Alberta, Productivity Alberta, Northlands and the Chamber of Commerce.

OUR OBJECTIVE

To ensure Edmonton and the Capital Region outperform every major economic jurisdiction

in North America consistently over the next 20 years, no matter if the price of oil is $40 or $140.

OUR MISSION

To inspire a culture of entrepreneurship, innovation and competitiveness that forever

differentiates our city.

EDMONTON ECONOMICDEVELOPMENT

CONTENTS

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Message from the EEDC Board Chair

Message from the EEDC President and CEO

2013 Economic Highlights

Enterprise Edmonton

Edmonton Tourism

Shaw Conference Centre

Marketing and Communications

Corporate Services

Corporate Summary

Financial Summary

Board of Directors

MESSAGE FROM EEDC BOARD CHAIR PETER SILVERSTONE

For me what defined Edmonton in 2013 was a positive and powerful

energy rising from business, communities and from a variety of leaders.

I heard these feelings repeatedly from many different individuals and

groups throughout the city. In my mind there is no doubt that, at last,

one of the world’s most under-estimated regions is finding its voice

and beginning to realize the remarkable potential we have in our

innovation-driven economy.

Discussions and major projects over the past few years have sparked a transformative

period in our downtown, and it was exciting to see the final approval for Rogers Place,

Norquest College and developments for the new Royal Alberta Museum. These anchors an

irreversible movement towards a strong cultural and tourism downtown centre for the heart

of our thriving region, based on our healthy regional economy.

In September, Edmonton Economic Development welcomed famed astronaut Chris Hadfield

and other thought leaders at the inaugural E-Town Festival. The festival represented a bold

ambition to celebrate the ideas and entrepreneurial minds that constitute the spirit of our

region and provide a launching ground for further innovation.

And in support of opening up further opportunities, for the third year in a row Edmonton

Economic Development and the Edmonton Chamber of Commerce led business leaders on

a mission to Ottawa where connections were made with key government officials.

Closer to home, at Edmonton Economic Development, we welcomed a new executive

leadership team that deeply understands our economic environment and the business

leaders and investors that we serve. With the new team in place, we have been able to stay

focused on our objective to ensure that Edmonton, and the Edmonton Region, consistently

outperforms every major economic jurisdiction in North America.

MESSAGE FROM EEDC PRESIDENT AND CEO BRAD FERGUSON

At the end of the year, it is pretty easy to sit back and feel confident

that the underlying economy will continue to provide prosperity for

Edmontonians over the foreseeable future. To be content with 4.2%

GDP growth, a 4.8% unemployment rate, +3.9% population growth and

a 1.1% inflation rate. To know our brand is starting to shift from that of

an industrial powerhouse to that of an entrepreneurial powerhouse.

But we in Edmonton are not here to sit back and be complacent.

We are a city of builders, innovators and leaders.

And while we are surrounded with abundance today, our team at Edmonton Economic

Development is acutely aware that (1) we remain heavily reliant on one industry, one revenue

source, and one commodity price; (2) competitive jurisdictions are investing heavily in new

technologies, automation and labour productivity that threaten our competitiveness; (3) we

need to attract an unprecedented number of people and families to our region on an annual

basis; (4) our Edmonton brand needs to stand out as a welcoming place of opportunity

within a crowded marketplace; and (5) we continue to operate within a disparate and multi-

tiered model of economic development across our region.

We are proud of the progress we made in 2013. But the hard work is just beginning. We

need to be more ambitious in how we attract major events and tourists. We need to be

more competitive in how we attract direct flights and foreign investment. And we need to

become bolder in the way we market our brand and tell our story.

And what a story it is.

The great migration is just beginning. People are coming to Edmonton for an abundance

of opportunity, to restart their lives, to get ahead financially or to start something in our

community. They are coming to our city because they are welcomed, they are encouraged

and they are supported.

They come because they want to be a part of something.

Our goal is to stimulate economic activity and create an environment that ensures the great

migration and great prosperity continue in unison and in balance. Our goal is to out-perform

every other economic jurisdiction consistently over the next 20 years, and in 2013 we did

just that.

On behalf of the executive team at EEDC, I thank you for the opportunity to lead this

organization at an important time for our city. Our focus remains clear, and our commitment

is strong.

Never sit back.

54

2013 ECONOMIC HIGHLIGHTS

1. Labour Force - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006 census

boundaries, annual

2. Employed - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006 census

boundaries, annual

3. Unemployment Rate - Statistics Canada Labour Force Survey estimates, by census metropolitan area based on 2006

census boundaries, annual

4. Inflation Rate - Statistics Canada Consumer Price Index, annual percentage change

5. Housing Starts - Canada Mortgage and Housing Corporation

6. Value of Building Permits - City of Edmonton Monthly Building Permits Summary, Dec. 2013

7. Downtown AA Office Space - Avison Young Edmonton Office Market Report, Q4 2013 and Q4 2012

Labour Force 1 754,500 727,500 4%

718,000 693,200 4%

4.8% 4.7% 0.1%

1.3% 1.1% 0.2%

14,689 12,837 14%

3,966,199,245 3,419,353,800 16%

27.50 27.70 -1%

Employed2

Unemployment Rate3

Inflation Rate4

Housing Starts 5

Value of Building Permits6

Downtown AA Office Space ($psf) 7

2013 2012 CHANGE

5

DIVISIONAL APPROACH

Since Edmonton Economic Development was established in 1993 through the amalgamation

of the Shaw Conference Centre, Edmonton Tourism, Edmonton Research Park and Edmonton

Economic Development Authority, much has been learned about how assets, activities,

leadership and culture can contribute to a productive economic development agency. Of

critical importance is that we realize the full potential of each divisional unit and consolidate

the overhead that is shared between them.

As a result, Edmonton Economic Development is now structured as a conglomerate of five

operating divisions, each with its own expectation of performance and accountability:

• Enterprise Edmonton

• Edmonton Tourism

• Shaw Conference Centre

• Marketing and Communications

• Corporate Services

Together, these divisions represent a scalable and efficient platform for driving the pillars of

economic growth. The new structure is nimble and supports economic initiatives at various

stages of development, providing governance, leadership and coordination.

6

ENTERPRISE EDMONTON

DIVISIONAL SUMMARY

Enterprise Edmonton works with industry clusters to support initiatives that drive

market diversification, access to growth capital, technology adoption and risk-taking. The

development and implementation of industry-specific strategies to increase the annual GDP

contribution of industry clusters was a priority in 2013, as was attracting economic activity

to the Edmonton Region upward of $1 billion. Enterprise also supports the entrepreneurial

ecosystem by linking entrepreneurs, investors, adopters and networks.

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Edmonton Research ParkGrow Key Assets

• Maintain Optimal Occupancy

• Land Lease

• Invest in Facilities Maintenance

New Investment

• $1.28 Billion

Support Enrepreunurial Ecosystem

• 2 Secondments to TEC Edmonton

Development Strategies –China & The North

• 18 Missions to Wood Buffalo & The North

• 4 Outbound Missions to Asia & Europe

Cluster Strategies & Results- Based Business Model

• 60 Advisory Projects

• 80% Satisfaction with Process

• 7 Clusters

Film Commission

• 2 EFEF Productions

Increase Economic Diversification

• Workforce Literacy

• Total Installed Costs Analysis

• Industrial Supply Chain Efficiency

• Energy-Related Technology

Direct Economic Impact

• Enterprise Edmonton $1.48 Billion

• Enterprise Edmonton 310:1 ROI

• Edmonton Research Park $14 Million

• Edmonton Research Park 13:1 ROI

City Tax Levy

• Enterprise Edmonton $4.8 million

• Edmonton Research Park $1.0 million

Other Revenue

• Enterprise Edmonton $1.0 million

• Edmonton Research Park $2.7 million

2013 ACCOMPLISHMENTS

In 2013, Enterprise re-activated the cluster strategies and developed a results-based

business model, with over 60 advisory projects, directly supporting Edmonton

businesses by mitigating barriers to growth. Enterprise mobilized the following seven

clusters: logistics; manufacturing; creative industries; energy and engineering; hospitality

and entertainment; finance, insurance and real estate; and enabling technologies.

In support of the entrepreneurial ecosystem in the Edmonton Region, two Enterprise

team members were seconded to TEC Edmonton.

To increase diversification of Edmonton’s economy, Enterprise launched six initiatives:

two major development strategies for China and ‘The North’; secured external partner

funding to focus on increasing competitiveness and productivity through ‘workforce

literacy’ enhancements; initiated Total Installed Costs analysis with the Alberta Steel

Manufacturing association; activated significant focus on the Edmonton Region’s role in

improving industrial supply chain efficiency; and supported the emergence of energy-

related technology connecting to growth opportunities.

The Edmonton Film Commission provides location, permitting, permissions and

funding support to film projects, and facilitated the production of the Edmonton Filmed

Entertainment Fund’s (EFEF) first two projects in 2013, Freezer and Cut Bank. Marketing

in 2013 focused on Edmonton’s experience and expertise in the winter genre.

The Edmonton Research Park (ERP) grew key assets by maintaining optimal occupancy.

ERP’s occupancy rates are at a five year high - 94% in ATC, 98% in RC1 and 86% in

BBDC- and we are investing in necessary building upgrades to maintain these levels.

Enterprise Edmonton and ERP activated a new biotech land lease memorandum of

agreement with SBI Bioenergy Inc., with building construction expected in 2014.

Overall, Enterprise Edmonton exceeded its 2013 goal of attracting $1 billion in economic

activity, with new investment totaling approximately $1.48 Billion, representing a return

of $673 return for every $1 expended.

8

EDMONTON TOURISM

DIVISIONAL SUMMARY

Edmonton Tourism works in partnership with stakeholders to grow tourism revenues,

increase visitation and create exceptional experiences for visitors. The year 2013 marked a

return to the regional market as the primary tourism customer base for the next five years,

and targeted outreach in additional areas of focus. Enticing people to Edmonton as a top-

of-mind destination was a priority, as was engaging leaders, players and partners in the

tourism industry to align and enhance our collective efforts.

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Strategic PlanningProcess 2013-2017

Social Media Strategy ExploreEdmonton Instagram

• 528 Followers

• 1,722 Tagged Photos

• 6,248 New Facebook Fans

Edmonton Winter Campaignwinterinedmonton.com

• 24,060 Website Visits

• 48,066 Unique Visitors

• Referrals to Industry: 34% of Visitors

Integrated & CollaborativeMarketing Approach


• $57 Million

• 16:1 ROI

City Tax Levy

• $3.5 Million

Other Revenue

• $2.0 Million

Destination Marketing Organization Structure

• Sales

• Consumer Marketing &

Communications

• Visitor Experience

Meeting and Convention Attraction

• 121,688 Room Nights

• Economic Impact: $52,125,720

Major Event Strategy

• 22,590 Room Nights

• 33 Bids & 25 Events

• 7 Hosted Site Visits

• Estimated Visitor Expenditure:

$5,127,930

Icelandair Flight and Marketing Support


In 2013, Edmonton Tourism engaged with stakeholders to develop a shared vision of

success and a strategic roadmap to guide activities through 2017. Based on this framework,

Edmonton Tourism reorganized to reflect a complete Destination Marketing Organization

structure with three primary areas – sales, consumer marketing and communications, and

the visitor experience.

Edmonton Tourism partnered with the WinterCity Advisory Council to help tell Edmonton’s

winter story and developed www.winterinedmonton.com as part of an extremely

successful winter campaign that will be further developed for 2014. Edmonton Tourism

also undertook the development of a social media strategy. The ExploreEdmonton Instagram

launched in November, engaging hundreds of participants over the first eight weeks.

The You’re Welcome Edmonton Program experienced amazing growth in 2013, receiving

3,069 nominations across an expanded scope of tourism-related business.

An integrated marketing strategy focused on specific geo-markets, identified through

consultation with Travel Alberta and the Canadian Tourism Commission. Primary markets

include Alberta, Western Canada and the United States, but our efforts are also directed to

the long haul Canadian market, the UK, Germany, the Netherlands and our single largest

emerging market, China.

Working in partnership with the City of Edmonton, Edmonton Tourism deployed a

successful major event strategy. Major events in 2013 included the LPGA CN Canadian

Women’s Open and the inaugural Tour of Alberta Pro Cycling Festival.

Upcoming events secured in 2013, including the 2014 FIFA U20 Women’s World Cup and

2014 ITU Triathlon Grand Final, total over 10,000 room nights and $2,270,000 in estimated

visitor expenditure.

And finally, Edmonton Tourism collaborated with EIA to secure the new non-stop flight

from Reykjavik to Edmonton which commenced March 5, 2014, and are working closely

with Icelandair to develop marketing initiatives in key European markets that will support

the inbound route of the Reykjavik flight.

10

SHAW CONFERENCECENTRE

DIVISIONAL SUMMARY

Over its 30 year history, the Shaw Conference Centre (SCC) has established itself as one of

Canada’s premier meeting, entertainment and convention venues. The year 2013 saw the

Shaw Conference Centre continuing to lead in quality and service excellence while delivering

economic and social benefit to the community. Goals for the year included: increased

profitability by increasing sales, food and beverage revenue combined with reducing product

and labour costs; enhancing operational excellence with new programs and formal training

focused on SCC pillars of excellence (service, safety and sustainability); and increasing

community value proposition and support by leveraging SCC’s 30th anniversary.

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Growing Future Business

• $9.8 Million

• 12% Increase

Supporting Sustainability

• 54% Waste Diversion Rate

• Eco Wall

Increasing Revenue

• $8.85 Million

• 8% Increase

Community Engagement

• 30th Anniversary Events


• $51 Million

• 28:1 ROI

City Tax Levy

• $1.8 Million

Other Revenue

• 15.6 Million

Operational Excellence

• Lean Productivity Training

• 20% Cost Savings

• 92% Customer Service Satisfaction

Benefitting Local Business

• 700 Events

• 453,658 Attendee Days, 7% Increase

• 25,793 Hotel Room Nights


The Shaw Conference Centre experienced a number of wins in 2013, including creating a

strong platform to build future success. A revitalized Conventions & Meetings Sales Team

booked $9.8 million in future business in 2013, a 12% increase over the previous year.

SCC grew the centre’s food and business revenue by 8% in 2013, achieving more than $8.85

million in revenue. Significant events in 2013 included the Canadian Paediatric Society,

Canadian Association of Optometrists, Canadian Country Music Week, Arbonne International,

and the International Boreal Forest Research Association.

SCC hosted more than half-a-million guests and 700 events in 2013, which in turn generated

453,658 attendee days, a 7% increase over the previous year. This resulted in 25,793

hotel room night bookings and created economic benefits for area restaurants, retailers,

attractions, transportation services and more.

SCC continued to demonstrate its commitment to sustainability by achieving a 54% waste

diversion rate in 2013, including 118,000 kilograms of garbage being diverted from city

landfills, 99,650 kilograms of compost, 6,480 kilograms of recyclables and 5,700 kilograms

of food donated to the Edmonton Food Bank. Lean productivity training was successfully

test piloted with SCC’s Banquet Team, resulting in immediate efficiencies and 20% cost

savings in the first month.

And in support of community engagement, a series of events celebrating SCC’s 30th

anniversary took place throughout 2013 including a downtown Block Party in June where

more than 1,400 people gathered to enjoy food trucks, performances, building tours and the

opening of Edmonton Tourism’s Edmonton Welcome Centre.

12

2013 Recognition

Provincial Certification (COR) for health and safety programs

BOMA Best Level 2 certification

Edmonton’s Outstanding Banquet Server of 2013,SCC Staffer Raina Koo

World Association of Chef’s Global Chef Challenge,2nd place, Chef Serge Belair

MARKETING ANDCOMMUNICATIONS


For Marketing and Communications, 2013 marked a year of foundation building and refocused

efforts as it transitioned from a corporate communications, reputation management model

to become a client-centric marketing support organization. This change in focus required the

introduction of new capabilities such as creative design, marketing planning, and account

management.

Over the course of 2013, Edmonton Economic Development Marketing and Communications

established connectivity with City of Edmonton and focused on building civic self-esteem.

Regular sessions were held with the City’s corporate communications department to

establish working protocols and develop new creative, design and marketing capabilities in

each organisation.

Marketing efforts re-focused around building the Edmonton brand through stories. Marketing

and Communications established a methodology to gather, write, and share Edmonton-

based stories that reinforce the Edmonton Story as developed by Make Something Edmonton.

Marketing and Communications undertook the groundwork necessary to prepare Edmonton

Economic Development with the capacity needed to implement the City’s Image and

Reputation Initiative. A series of strategy sessions determined that it makes both strategic

and operational sense for Edmonton Economic Development to provide support to deliver

on the Make Something Edmonton promise. As a result, in conjunction with the City of

Edmonton and Make Something Edmonton, Marketing and Communications took on the

responsibility for housing and leading the Make Something Edmonton initiative.

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2013 E-TownFestival Marketing& Support

Suite of Websites

• igniteedmonton.com

• exploreedmonton.com

• enterpriseedmonton.com

Edmonton TourismWinter In EdmontonCampaign

Edmonton Economic Development & Divisional Re-Branding

EdmontonTourismConsumer Brand

CORPORATESERVICES


In 2013 Corporate Services provided customer service to Edmonton Economic Development

divisions ensuring core support services operated smoothly. Additionally, Corporate

Services implemented two major technology platforms to enhance internal communications,

accounting and reporting.

Information Technology built a 21st century social media based information hub for internal

communications.

Administration supported company cultural change by aligning support systems that

empower teams and decision-making.

Finance and Accounting established and coordinated a non-disruptive parallel upgrade for

accounting systems and processes that are responsive to management needs and provide

enhanced quality information in real time.

Human Resources helped to rebuild the organization from the inside out, with 36% of EEDC

employees on staff for less than one year and an additional 24% in new roles that did not

previously exist. The traditional pyramid of a public service entity has been inverted as

Edmonton Economic Development is now made up of 12% baby boomers, 42% Generation X

and 46% Generation Y with an almost even split between men and women. The result is an

organization that is fresh, young and inspired.

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Gen X48%

Boomers19%

Gen Y33%

Female47%

Male53%

29%

6%

12%

32%

21%

11+ Years 7-10 Years 4-6 Years 1-3 Years Under 1 Year

CORPORATE SUMMARY

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• $1.48 Billion

• $13 Million

• $57 Million

• $51 Million

2013 Core Activities

• Enterprise Edmonton

• Edmonton Research Park

• Edmonton Tourism

• Shaw Conference Centre

Total

• $1.6 Billion

• 121:1 ROI

City Tax Levy

• $13.2 Million

Other Revenue

• $21.3 Million

EDMONTON ECONOMIC DEVELOPMENT OPERATIONS SUMMARY

A new executive leadership team was secured in the first quarter of 2013, providing direction

and stability for the business units. New leadership included Derek Hudson, vice president

of corporate services, Maggie Davison, vice president of tourism and Kevin Weidlich, vice

president of marketing and communications.

The year marked the production of two inaugural signature events: the sold out Impact

Lunch where president and CEO Brad Ferguson delivered the 2013 Statement of Intent, and

September’s E-Town Festival which brought together leaders, innovators, entrepreneurs and

activators for an energetic and powerful exchange of ideas.

The Edmonton Filmed Entertainment Fund invested in its first two projects in 2013. Freezer

and Cut Bank were principally shot in the Edmonton Region and generated an estimated

$4.8 million worth of new spending in the regional economy, including $1.8 million of direct

employment income. Edmonton Economic Development’s profits from these films will be

reinvested into the fund.

FINANCIAL SUMMARY

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STRONG PERFORMANCE IN 2013

Edmonton Economic Development completed the 2013 year essentially on budget for

revenue and expenses, resulting in a deficit of $146,932 compared to a budgeted deficit of

$140,604.

EEDC generated a $10,316 cash surplus compared to a budgeted cash surplus of zero for the

year. EEDC budgets a net operating deficit due to non-cash charges recognized according

to Canadian public sector accounting standards.

The Shaw Conference Centre revenues were 3.3% higher than budget, and increased 12% over

prior year due to increased business volumes. Leveraged revenue, secured from tourism and

economic development partners and stakeholders, grew 13% from previous year.

The City of Edmonton, EEDC’s sole shareholder, provided 38 percent of revenue in 2013.

EEDC’s divisional operating results are summarized separately in the following tables. The

complete audited financial statements for the year ended December 31, 2013 are posted on

EEDC’s website. The Company’s auditors are PricewaterhouseCoopers LLP.

SUMMARY FINANCIAL RESULTS FOR THE YEAR ENDED DECEMBER 31, 2013

Summary Statement of Operations

Statement of Financial Position

Divisional Results

City of EdmontonExternal revenues

Operating & program expenses

Operating surplus before amortization & interest

Net amortizationInterest

Net deficit for the year

AssetsCurrent AssetsLong-term Assets

Total Assets

LiabilitiesCurrent LiabilitiesLong-term Liabilities

Total Liabilities

Share Capital and Net Assets Share Capital Net Assets

Accumulated operations Accumulated remeasurement gains or losses

Total Liabilities, Share Capital and Net Assets

City of EdmontonExternal revenues

Operating & program expensesNet amortizationInterest

Net surplus (deficit) for 2013 Net surplus (deficit) for 2012

13,150,00021,236,316

34,386,316

33,516,922

869,394

710,561299,437

1,009,998

(140,604)

1,832,00015,569,765

17,401,765

17,774,038-

44,321

17,818,359

(416,594)

(20,461)

1,007,0002,728,137

3,735,137

2,399,294723,434217,799

3,340,527

394,610

(353,223)

13,150,00021,296,023

34,446,023

33,604,122

841,901

726,713262,120

988,833

(146,932)

8,483,73715,215,502

23,699,239

6,073,91313,940,036

20,013,949

100

3,685,190-

3,685,290

23,699,239

12,255,76816,129,484

28,385,252

9,321,05215,231,978

24,553,030

100

3,832,122-

3,832,222

28,385,252

$

$

$

$

$

$

$

$

$

$

$

$

$

$

3,543,0001,993,550

5,536,550

5,546,9253,279

-

5,550,204

(13,654)

(139,949)

1,980,000640

1,980,640

2,105,897--

2,105,897

(125,257)

-

12,336,00021,955,170

34,291,170

33,197,387

1,093,783

1,194,446299,509

1,493,955

(400,172)

4,788,0001,003,931

5,791,931

5,777,968--

5,777,968

13,963

113,461

13,150,00021,296,023

34,446,023

33,604,122726,713262,120

34,592,955

(146,932)

(400,172)

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

2013 Budget(unaudited)

ShawConference

Center

EdmontonResearch

Park

2013 Actual

2013

TourismDevelopment

Marketing &Stakeholder

Relations

2012

2012

EnterpriseEdmonton

2013 Total

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2013 BOARD OF DIRECTORS

Peter Silverstone, MB.BS, MD, FRCPC (Board Chair) - PHS Holdings

John Babic - Dalmac Energy Inc.

Richard Brommeland - Technology Brokers Inc.

Robb Campre - Brocha Systems Ltd.

Doug Cox - Touchstone Holdings Ltd.

Norman Hanson, P.Eng. - Thermex Metal Treating Ltd.

Paul Ingram, CA - Silverberg Group

Mayor Don Iveson - City of Edmonton

Chris Jagar - Cougar Investments

Mark McNeill - Master Flo Valve Inc.

Roger Palmer - LEAD Consulting Ltd.

Tracey Scarlett - Alberta Women Entrepreneurs

Barry Travers, FCA - KPMG LLP

Richard Wong - Chateau Lacombe Hotel

EEDC MANAGEMENT TEAM

Maggie Davison - Vice President, Tourism

Cliff Higuchi - Vice President & General Manager, Shaw Conference Centre

Kevin Weidlich - Vice President, Marketing & Communications

Derek Hudson - Chief Operating Officer, EEDC

Brad Ferguson - President and Chief Executive Officer, EEDC

EEDC ADVISORS

Simon Farbrother - City of Edmonton

Bruce Hirsche, Q.C., LL.M. - Parlee McLaws LLP

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Documents

EEDC 2013 Annual Report