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Focuses on Emmie Leung, chief executive officer of International Paper Industries Ltd. of North Vancouver, British Columbia. The success the company has had since 1993; How she got into the business; Company revenues for 1998.

This article presents an interview of Sir Graham Day by writer John DeMont Growing up in north end Halifax hardened me up pretty early. So I thought, screw you, and I hooked off school and went down to the Canadian Conservatory and used my paper route money to take voice lessons. When I left university, I had no money but no debt, and one suit. I was practising law in Windsor, N.S., and the CBC was going to do a replacement for Don Messer. At first I was part of the Singalong Jubilee chorus. I ended up trying to train the chorus. The nature of the game is that it is impossible to do the job dispassionately without it capturing more of the soul than I really wished. The break in the chain came when I received an offer from Canadian Pacific. Taking the job in Montreal for CP was the seminal change in my career. I was offered a job in the U.K. It was to run a shipyard [part-owned by the British government]. And this was a guy at 38 who had never run anything. I said to the minister responsible, "Minister, why me?" And he said, "Well, let me put it this way: the job is very difficult, and if you make a hash of it, always remember that it is easier for us to shoot the colonial than it is to shoot the native." I have reached the stage where excitement is not one of the top 10 things on my list. Now my life is pretty simple. I won't be writing any memoirs. The Official Secrets Act may be a dodgy piece of legislation, but you take the Queen's shilling and keep your mouth shut."

The article profiles Richard Waugh, the chief executive officer of the Bank of Nova Scotia. A discussion of Waugh's employment history at the bank, his salary and bonus, and controversies which have resulted from some of Waugh's business decisions, is presented. The bank's stock performance is discussed.

The article profiles Savvas Chamberlain, the Canadian founder, chairman and former chief executive officer of Dalsa Corp. A discussion of Chamberlain's business beliefs and strategies, management and development of Dalsa and its business goals, and education at schools and universities in England, is presented.

The article profiles Francois Coutu, the chief executive officer of Canada's Jean Coutu Group PJC Inc. A discussion of Coutu's salary and bonus, and of controversies that he has seen as a result of some business decisions he has made for the country, is presented. Coutu's views on factors which are necessary to succeed in business are discussed.

The article profiles Edmund Clark, the chief executive officer of Canada's Toronto-Dominion Bank. A discussion of Clark's tenure, salary and bonus at the bank, and of changes which he has made at the bank, including a March 31, 2008 $7.5 billion acquisition of New Jersey based Commerce Bancorp, is presented.

Presents a humorous account of two troubled Canadian companies. The news from Air Canada was bleak; reports out of Quebecor Inc. were contentious. With critics closing in, few analysts gave the top man at either troubled company much chance of survival. Then, in a stunning turn of events, characteristic of their visionary leadership styles, embattled chief executive officers Robert Milton and Pierre Karl Péladeau announced their decision to replace each other. They revealed the switch to reporters at a joint press conference in Montreal.

The article looks at the business failure of Canwest, considered as Canada's biggest media enterprise founded by Israel Harold Asper. Asper was responsible for the transformation of the company into a capital pool once worth 3 billion Canadian dollars. Asper's legal training emboldened him to use the law as a weapon against its competitors. The company's fortunes stumbled when his youngest son, Leonard, took over as chief executive officer (CEO) and president piling debts in millions.

Discusses Adobe Systems Inc. and its acquisition of Accelio Corp., a smaller software maker in Ottawa. The uncertainty of how many employees would be affected by a lay off; Views of Chris Hicks, an e-systems specialist; Plan of CEO Bruce Chizen to start selling business-document software to enterprise customers; Background on how Adobe and JefForm were founded in 1982; Reaction of CEO Kevin Francis to the hostile takeover bid of Open Text Corp.; Development of new features in Adobe's PDF; Types of products in the Intelligent Document Platform.

The article focuses on CEO Rick Waugh and the Bank of Nova Scotia, which is the No. 2 bank by assets and market capitalization, and is neck-and-neck with Nortel for second-largest company in Canada. Waugh has a money problem most CEOs would kill for. Simply put, he's got several billion in excess cash lying around. True, that hasn't had an impact on Scotiabank's return on equity, which at 17.6% in 2003 outperformed most banks. But shareholders don't like to see that much cash going unused. To them, the options are simple: spend it to buy back Scotia shares, snap up another bank, or share the wealth through dividends. The problem, as Waugh sees it, is that the global banks are expanding so fast they could "cut a cheque in the blink of an eye" for "the whole Canadian banking system." But if Canadian banks want to remain serious players, it means they'll either have to merge or go shopping.

Discusses the Canadian film industry and the work of Telefilm Canada in funding motion picture projects. Business planning of Telefilm chief executive officer Richard Stursberg; Lack of Canadian movies shown in Canadian cinemas; Investments of Telefilm in film projects.

Focuses on the leadership of chief executive officers (CEO) in light of a loss of confidence in them by investors and employees. View that the stock market crash, recession, and problems with companies such as Enron have influenced the views of investors; Topic of oversight of corporations by boards of directors; Discussion of corporate governance in Canada.

Focuses on Pierre Karl Peladeau, president and chief executive officer (CEO) of Quebecor Inc. His position as the youngest president and CEO of any major Canadian corporation as of May 1999; His reputation for being hard-driving and hot-tempered; Background of the Peladeau family.

Focuses on Gordon Scott Paterson, chairman and chief executive officer of Yorkton Securities Inc. His emergence as the leading underwriter in many of the Canadian economy's most important growth sectors; His attributes; Management style; His insecurity and youth.

Presents an index listing CEOs of 500 Canadian corporations. Includes company name, address and telephone and name of company CEO; Abitibi-Price Inc., Mr. R.Y. Oberlander, Pres. & CEO, 680-207 Queen's Quay W., Box 102, Toronto, Ont. M5J 2P5, (416) 369-6700.

Presents business profiles for the leaders of Canada's top 50 corporations. Includes sales, when appointed, birthplace, corporate style, their comments and more; George Peapples, General Motors of Canada Ltd.; Richard Drouin, Hydro-Quebec; Frank Stronach, Magna International Inc.

Presents the CEOs of Canada's 50 largest companies who are engaged in the biggest and most complex challenges of their careers. How they are cutting debt, boosting productivity, redefining markets and meeting fierce new competition; BCE Inc.'s Lynton Wilson, 53, whose profit was $1.4 billion in his first year; Noranda Inc.'s David Kerr, 40; Thomson Corp.'s Michael Brown, 58; Others; Year appointed; Sales; Accomplishments and challenges.

The article focuses on Jerry Zucker and his bid to buyout the Canadian retailer, Hudson's Bay Co. If successful in his bid to buy out HBC shareholders, he will have the challenge of his career as he tries to resuscitate the Toronto-based business. Though he has proven himself a capable businessman--he's No. 346 on Forbes's list of the richest Americans, with an estimated net worth of US$1 billion--Zucker, who already owns slightly less than one-fifth of HBC stock, has no experience owning a retailer. Zucker's right-hand man, Robert Johnston, says Zucker is committed to keeping HBC intact. But analysts aren't so sure Zucker wants to oversee all the work that needs to be done. So far, HBC management, including CEO George Heller has declined to comment on the offer. INSET: Just who is Jerry Zucker, anyway?.

This article profiles John Swainson, CEO of Computer Associates. For eight years, Swainson's morning commute was like that of many who live in the idyllic Connecticut town of Ridgefield: he'd make the short drive across the state line into Somers, N.Y., a small community 70 kilometres north of Manhattan, and the location of executive offices for IBM's Software Group, not far from the company's headquarters in Armonk. But in late November, Swainson's commuting habits took a drastic change. Now his morning commute is by helicopter--from the municipal airport, over Long Island Sound and finally to the helipad at the sprawling Islandia campus headquarters of Computer Associates. As the company's new CEO, Swainson's dramatic arrival by chopper fits his mandate--he is on a rescue mission. Computer Associates, the fifth-largest software maker in the world by its US$16-billion market capitalization, is struggling through a rough patch. Misreporting US$2.2 billion in revenues can do that.

Discusses the management structure used by the Desmarais family which runs Power Corp. in Canada. Growth of company revenue by more than 200 percent; Investments by Power in insurance and wealth management companies such as Great-West Lifeco, London Life, and Canada Life; Role of chief executives Paul Jr. and André Desmarais; How the power structure at Power Corp. is meant to challenge the CEO and the employees; Input from the board of directors and senior management regarding mergers and acquisitions.

The article reports on uncertainty which is being seen in the Canadian banking sector in 2014 regarding Canada's largest and most profitable bank, the Royal Bank of Canada as a result of a change of the bank's chief executive officers from Gord Nixon to Dave McKay, who will replace Nixon in August of 2014. A discussion of the challenges and opportunities that McKay will face as he attempts to ensure the success and profitability of Royal Bank is presented.

The article discusses executive succession at the Canadian Western Bank (CWB) in March 2013, with information on the replacement of chief executive officer (CEO) Larry Pollock by Chris Fowler. Topics include the history of profitability at CWB, interest rates for commercial lending in 2013, and the bank's acquisitions of financial institutions for further growth.

The article presents a biographical profile of Ian Delaney, executive chairman of Sherritt International. The article presents brief statements from Delaney, including his thoughts on the loss of strength in the Canadian mining business and the Alternative Investment Market in London, which has become the center of international resource financing. Delaney has enjoyed a lifelong friendship with Fidel Castro.

The article discusses stock incentives given to Rodney Mott, chief executive officer of Stelco, when he took over at Canada's largest steelmaker in April, 2006. Stelco emerged from the protection of the Companies' Creditors Arrangement Act (CCAA) in early 2006 with a restructuring agreement that valued the firm at $156 million and shares at $5.50 each. The share price soon hit $24, giving Mott stock options worth millions.

The article presents an interview with Clay Riddell, who is the chief executive officer of Paramount Resources Ltd. in Alberta. Riddell is also the founder of Trilogy Energy Trust and MGM Energy Corp. He began his career as a geologist for Chevron, and later ran his own energy consultancy. He also was part owner of the Calgary Flames, a professional ice hockey team.

This article discusses the possibility that the war over finding and hiring CEOs is a myth that is kept alive by executive headhunters, compensation firms, and corporate boards who think they're making dramatic decisions by hiring the most expensive executive. Douglas Reid, a professor at Queen's School of Business in Kingston, Ontario believes that corporations could save a lot of money by hiring other less expensive executives who could do the same job.

The article is an interview with Clive Mather, CEO and president of Shell Canada Ltd., which is based in Calgary. He offers his views on selling Canadian heavy crude to China, as well as the importance of technology and resource wealth. Other topics include volatile gas prices, Canada's role in oil production, higher crude prices, security of international energy supplies, and government policy.

The article focuses on Vanguard Response Systems Inc. and its Universal Containment System--an unbelievably simple device, being, basically, a pup tent filled with foam--that the company claims can neutralize a dirty bomb. It's a very special tent, developed by the RCMP, that can stretch up to 900% without breaking, while the special foam is highly engineered so that, as the bubbles collapse under pressure, they can dissipate the force of an explosion. The foam is laced throughout with an agent, developed by Defence Research and Development Canada that will neutralize any biochemical agents, including anthrax and ricin. Which is really neat, as well as highly comforting in this age of widespread anti-West terrorism. So no wonder then that Vanguard has attracted the attention it has, both in the media and among investors, and most recently from the symbolic general of the war on terror, former New York mayor Rudolph Giuliani, who called Vanguard's technology "state of the art." In fact, consultants Giuliani Partners LLC thought the technology good enough to invest US$800,000 in the company, news of which no doubt contributed to the recent spike in Vanguard's share price, which surged above $5 and realized daily trading of up to 800,000 shares in early May. That may be just the beginning. "We know there is untapped U.S. interest that is considerable," says David Luxton, president and CEO of Vanguard. There is certainly opportunity in homeland defence these days, and Vanguard has a range of products including "suspicious package" containment devices, bomb disposal robots and vehicle barriers.

For our third annual ranking of the best managers in Canada, Canadian Business once again turned to Bain & Co. to find the country's top-performing public companies. Bain surveyed the 221 companies on the S & P/TSX composite index (as of Dec. 31, 2003) for profitable growth. To make our short list, companies had to pass a series of three-calendar-year hurdles: the compounded annual growth rate of net income and net sales must exceed GDP growth, and total shareholder return (including dividends) must exceed the cost of equity. Once we'd singled out the top performers, we dug up information on each company's senior executives and ran them by our panel of industry experts, and our own senior writers and editors, for comments on reputation, recent accomplishments, and performance against other executives in their sector. This year, we chose the best of the best in six categories--chief executive, operations, finance, sales, technology and innovation--along with a few CEOs who deser

Nevertheless, it's that time of year again when we all dust off our crystal balls to forecast what the business community might expect in the months ahead. It's never easy. Honestly, who could have foreseen the wild ride the markets-and several companies-took in 2002? The staff of "Canadian Business" decided to take a stroll down Memory Lane to contrast some notable forecasts about 2002 with what actually happened. Let's hope the coming year proves just a tad more predictable.

Profiles Savvas Chamberlain, chief executive officer of Dalsa Corp., a Canadian technology company. His attitude towards business; Growth of Dalsa's revenues and share price; Information about the company, which makes semiconductors for digital cameras using charge-coupled devices; Background of Chamberlain as a professor of electronics at the University of Waterloo in Ontario; Factors that could affect Dalsa's future performance.

The article profiles Gendis Inc. chief executive officer Albert Cohen. More than half a century after opening its first Saan store, Gendis Inc. is finally exiting the retail business. The Winnipeg-based company announced July 9 it has signed an agreement to sell the junior department store chain to investors, headed by Avalon Group of New York, for an undisclosed amount. Saan interim-president James Cohen, son of Gendis founder Albert Cohen (a hale 90-year-old who came out of retirement in 2002 to take over again as Gendis president and CEO), admits there is an "emotional attachment" to the business, but it's easy to understand why he's selling the chain, which has 240 stores coast-to-coast under the Saan and Red Apple Clearance Centre banners. The division has been losing money in recent years--$23 million since it posted its last profit, a modest $2.2 million for the year ended January 2002. That's despite closing underperforming stores and opening new concept stores that focus on clothing and footwear. Among the reasons for Saan's troubles is increasing competition from the likes of Wal-Mart, Zellers and Giant Tiger, the latter a successful retailer in small-town Canada, where Saan is also a fixture. Founder Albert Cohen has described Saan as "one of my babies." His hope undoubtedly is that, with new parents, the retail child he brought into the world will be around long after he's gone.

Discusses the benefits of IPv6, the Internet protocol version 6, an IP standard which replaces Internet protocol version 4. Indication that IPv6 would give the Internet more than enough IP addresses; Problems with implementing IPv6; Comment of Stephen Oronte, chief executive officer of Hexago, a Quebec company that developed enterprise software for IPv6 transition; View that the Internet is not obsolete and business should calculate payoff before adopting IPv6.

Opinion. Argues that the salaries of Canadian CEOs, published by force of Ontario's socialist government, make business' big hitters look like underpaid rookies when compared to salaries of baseball players and other athletes. Example of baseball's John Olerud, 25, who earns $4.4 million; Contention that the sports and entertainment industries legitimize income inequalities in our society.