1. Address: 19 Crosby Street, Bedford, Nova Scotia, Canada, B4A 1G4
Primary Contact: Colin Timm • email: ctimm@eastlink.ca • Phone: (902) 422-4977 Cell: (902) 440-4533
COLIN TIMM - ART DIRECTION.
LONG FORMAT SAMPLES.

2. 2
Forty years ago, Memorial University of Newfoundland
began a journey to reach the farthest and most remote
corners of the province. Committed to serving all citizens,
it pushed the boundaries of technology, to increase
access and enhance the delivery of post-secondary
education.
Since the fall of 1969, Memorial’s distance education
offerings have made a tremendous impact on
Newfoundland and Labrador, and the lives of its students.
It’s university on their terms. Students have the choice to
pursue academic goals while minimizing interruptions to
work, family and life commitments.
The following pages contain stories from these students,
about the difference Memorial has made on their lives,
careers, families and communities. These stories illustrate
why distance education is their course of choice.
A SELECTION OF STORIES FROM DISTANCE LEARNERS
My name is Jeff Genge and I am working towards
completing my bachelor of technology degree. I live in
St. Barbe, Newfoundland and Labrador, on the great
northern peninsula. This is considered a remote part
of the island so distance education has been quite
accommodating to say the least in my quest for higher
learning.
I must admit, at first when I started taking online courses,
I was a little nervous. Maybe it was because it has been a
long time since I completed any post-secondary courses
and the amount of “individual” time that I would have to
put in. I can certainly say that distance education courses
have been what I wanted them to be, convenient and
actually more interactive with students and teachers alike.
I work offshore on a rotational schedule of three weeks on
and three weeks off. This is coupled with three small kids
who I devote the majority of my time to when I am home.
Distance education courses have allowed me the freedom
to choose when I “go to class” and the convenience of
completing assignments to best fit my schedule.
The people at distance education have made my
experiences pleasurable by being very courteous and
understanding whenhaving to change exam scheduling,
places and supervisors.
My entire experience has been very challenging and
stressful at times, but I have been successful up to this
point. I would definitely recommend distance education
to any aspiring students, new students, or anybody
who is looking for a challenge either to learn or further
themselves in a fast growing technological world.
As long as your organizational skills are sufficient, your
determination level is high, and you have the freedom
to plan your schedule to best suit your needs, distance
education may be your calling!
16 page Booklet:
Memorial University Distance Education.
Graphic Designer, Art Director, Photographic Director, Production Artist.

3. 3
16 page Booklet:
Nova Scotia Department of Labour & Workforce Development
Strategic Plan 2009-2013.
Graphic Designer, Art Director, Photographic Director, Production Artist.
Nova Scotia Department of
Labour & Workforce Development
Strategic Plan 2009-2013
Labour and Workforce Development
Fairness, safety and prosperity for all
Nova Scotians by living, learning and working
to their highest potential
Mission
Labour and Workforce Development will create winning conditions by fostering the social and
economic well-being of Nova Scotians by:
• Protecting Nova Scotia’s people and property;
• Anticipating and responding to workforce needs;
• Promoting safety at work, home and play;
• Ensuring fairness at work;
• Supporting life-long learning;
• Building capacity to seize opportunities
Values
The Public Good - We value the special relationship we have with the citizens of Nova Scotia
and are committed to delivering services that are in the public’s interest, are for the public good
and are deserving of the public’s trust.
Respect - We value a workplace culture where people respect, trust and appreciate one another
and the citizens we serve.
Integrity - We value a workplace culture where personal and professional integrity cause us to
behave in an ethical, professional and non-partisan way and to make the best use of the resources
entrusted to us. We will implement our programs and services in a fair, inclusive and balanced manner.
Diversity - We value a workplace where diversity in all its forms, is recognized for its contribution
to a creative, rewarding, and productive public service.
Accountability - We value a culture where accountability for our actions and taking responsibility
for our successes and failures is a way of life. We are accountable to the citizens of Nova Scotia, to our
co–workers, and to our many partners in service delivery.
Strategic Principles
Partnerships: Develop and strengthen policies, processes, structures and relationships to achieve
outcomes both internal and external to the department.
Shared ownership: Share responsibility among stakeholders.
Innovation: Foster innovation both within Labour and Workforce Development and among
our partners.
Protection: Ensure that business/individuals comply with legislation, regulation and best practices.
Talent Development: Develop our people to create a vibrant, healthy workforce.
Strategic Goal 5:
In collaboration with partners and stakeholders, anticipate and plan
for the challenges and opportunities for a changing economy.
In partnership with key stakeholders, the Department will seize the opportunity to influence and
support Nova Scotia’s future as a leader and participant in developing a workforce that
will both adapt and excel in a changing economy.
Priorities:
Assist employers and other stakeholders adapt to workforce opportunities and
challenges arising from a rapidly changing external environment.
Respond to and support the transition to a service and technology based economy
and workplace.
Support responsive regulatory requirements where protections are not compromised
and where flexibility helps Nova Scotians to prosper and to compete.
Make evidence based decisions through policy excellence throughout the Department.

4. 4
44 page Annual report:
High Liner Foods.
Graphic Designer, Art Director, Photographic Director, Production Artist.
2002
ANNUALREPORT
H I G H L I N E R
DELIVERING WHAT
CUSTOMERS WANT CORPORATE PROFILE
High Liner Foods Incorporated is a
Canadian publicly traded company.
We are a North American supplier
of excellent seafood and pasta
food products. We process and
market leading brands, primarily
in the retail grocery channel, and
in the food service and club store
channels in Canada, Mexico, and
the United States.
Our Vision
We are the supplier of choice in our target markets by
providing innovative, quality products and superior
customer service. We develop outstanding employees
who achieve results in a safe workplace. We build
shareholder value through operational excellence and
brand leadership.
Our Values
Quality: We provide products that meet the needs of
consumers for taste, value, convenience and nutrition. We
make it easy for our customers to do business with us by
providing superior service in all areas important to them.
Integrity: We build relationships of trust with our
customers, suppliers, employees, and other stakeholders
by clearly communicating expectations and results.
We make promises and commitments we believe we
can deliver.
Involvement: We believe our employees are able
and willing to identify and implement improvement in
our business. We work together as a team to achieve
our goals.
Innovation: We generate growth by developing
new products and services to meet the changing needs
of our customers, and by constantly looking for better
ways to run our business.
Through our vision and our values, we aim to deliver
above average returns for our shareholders, relative to
comparable food companies.
“I have to say ‘Bravo’ for your excellent products.
Recently, I tried the recipe* for the haddock fillets
with butter, lime juice & ginger. Just delicious!
My family keeps asking for it every week. …the
Captain’s products are the best.”
– Fiona Lussier, Granby, QC
Darlene Broome, Product Development Technician
Lemon Peppercorn Breaded Sole
*Visit www.highliner.com for delicious recipes.
HIGHLINERFOODS
5
CORPORATE
GOVERNANCE 2002
Focus on governance in public companies
has never been sharper. We are proud
of our approach at High Liner. We are
committed to transparency and full, plain
and true disclosure. Our 104-year history
and our promising future depend on your
trust. High Liner has been recognized for
our efforts to embrace the spirit, in both
word and deed, of good corporate
governance (in the 2000 National Post
Annual Report Awards). We stay current
with corporate governance developments
and we are compliant with the TSX
Corporate Governance Guidelines.
High Liner’s complete Statement of Corporate Governance
Practices is included in the Information Circular of the
Company, prepared for the Annual General Meeting of
Shareholders to be held on May 1st
, 2003 at the World
Trade and Convention Centre in Halifax, Nova Scotia.
The Circular is dated March 17th
, 2003, and is available on
the Company’s web site at www.highlinerfoods.com.
A few highlights here, however, are deserving of mention.
With the exception of Henry Demone, our President
and Chief Executive Officer, all directors are unrelated.
Our Audit Committee has a written charter (available on
our web site) and is chaired by the Chief Executive
Officer of one of Canada’s 50 Best Managed Companies
(for the 5th
consecutive year), a company that was also
recently named one of Canada’s Top 100 Employers in
MacLean’s Magazine.
Our Executive Compensation is reviewed and approved
by the Human Resources & Corporate Governance
Committee of the Board, composed of unrelated directors.
Executive Compensation has been under the jurisdiction of
this Committee for over a decade.
We have a formal, written disclosure policy (also on our
web site). It governs communications with analysts and
non-insiders, and contains trading rules, including black-
outs and quiet periods.
We broadcast our quarterly earnings calls in an open
forum. Any person can listen in by phone or webcast
and ask questions of senior management.
We stay ahead of financial reporting and governance
developments. Both our Chief Financial Officer and our
Corporate Controller are chartered accountants. Because
we operate in the United States and Canada, we monitor
developments in both countries and strive for “best
practice” in both reporting and governance. For example,
our 2002 Management Discussion & Analysis, starting on
page 13, was prepared in light of both OSC Rule 51-501
and proposed
National Instrument
51-102, recent SEC
proposals, and the
Management
Discussion and
Analysis: Guidance on
Preparation and Disclosure document issued in 2002
by the Canadian Institute of Chartered Accountants.
Our Statement of Corporate Governance Practices
included in the 2002 Management Information Circular
includes discussion of our governance practices in light
of both the current TSX Guidelines and the proposed
amendments to those Guidelines published by the TSX
in 2002.
We typically do not wait for laws to be passed to do the
right thing. We know that building shareholder value
depends in large measure on our integrity, and we hope
we demonstrate that commitment throughout this Report.
HIGHLINERFOODS
26
FINANCIAL STATEMENTS
Auditors’ Report
To the Shareholders of High Liner Foods Incorporated
We have audited the consolidated balance sheets of High Liner Foods Incorporated as at December 28th
, 2002 and December 29th
, 2001 and
the consolidated statements of income, retained earnings and cash flows for the 52 weeks then ended. These financial statements are the
responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.
We conducted our audits in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and
perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation.
In our opinion, these consolidated financial statements present fairly, in all material respects, the financial position of the Company as at
December 28th
, 2002 and December 29th
, 2001 and the results of its operations and its cash flows for the periods then ended in accordance
with Canadian generally accepted accounting principles.
Chartered Accountants, Halifax, Canada, January 24, 2003
Management’s Responsibility
The Management of High Liner Foods Incorporated includes corporate executives, operating and financial managers and other personnel
working full time on Company business. The statements have been prepared in accordance with generally accepted accounting principles
consistently applied, using Management’s best estimates and judgments, where appropriate. The financial information elsewhere in this report is
consistent with the statements.
Management has established a system of internal control that it believes provides a reasonable assurance that, in all material respects, assets are
maintained and accounted for in accordance with Management’s authorization and transactions are recorded accurately on the Company’s
books and records. The Company’s internal audit program is designed for constant evaluation of the adequacy and effectiveness of the internal
controls. Audits measure adherence to established policies and procedures.
The Audit Committee of the Board of Directors is composed of four outside directors. The Committee meets periodically with management,
the internal auditor and independent chartered accountants to review the work of each and to satisfy itself that the respective parties are
properly discharging their responsibilities. The independent chartered accountants and the internal auditor have full and free access to the Audit
Committee at any time. In addition, the Audit Committee reports its findings to the Board of Directors, which reviews and approves the
consolidated financial statements.
K.L. Nelson, Vice President Corporate Services and Chief Financial Officer
HIGHLINERFOODS
27
Consolidated Balance Sheets
(in thousands of dollars)
Assets
(notes 5 and 6)
December 28, 2002 December 29, 2001
Current:
Cash $ 1,088 $ 588
Accounts receivable (note 3) 35,001 29,250
Inventories (note 3) 50,053 61,422
Prepaid expenses 1,600 1,124
Future income taxes (note 10) 6,991 6,022
Total current assets 94,733 98,406
Property, plant and equipment (note 4) 44,303 46,839
Other:
Goodwill 55,661 56,626
Deferred charges 931 1,728
Future income taxes (note 10) 5,037 7,337
Other receivables and sundry investments (note 16) 6,702 6,934
68,331 72,625
$ 207,367 $ 217,870
Liabilities and Shareholders’ Equity
December 28, 2002 December 29, 2001
Current:
Bank loans (note 5) $ 5,960 $ 17,184
Accounts payable and accrued liabilities (note 5) 42,490 34,445
Income taxes payable - 109
Current portion of long-term liabilities (note 6) 15,919 15,871
Total current liabilities 64,369 67,609
Long-term liabilities (note 6) 49,395 65,840
Employee future benefits (note 13) 571 560
Future income taxes (note 10) 4,004 2,055
Shareholders’ Equity:
Preference shares (note 7) 21,246 21,318
Common shares (note 7) 28,361 28,182
Retained earnings 37,080 29,289
Foreign currency translation account (note 8) 2,341 3,017
89,028 81,806
$ 207,367 $ 217,870
See accompanying notes to the financial statements
On behalf of the Board
Henry E. Demone, Director David J. Hennigar, Director

5. 5
12 Strategic Plan: 2009-2013:
Government of Nova Scotia. Department of the Environment.
Graphic Designer, Art Director, Production Artist.
Strategic Plan: 2009-2013 Introduction
On November 22, 2007, the government announced its intention to transform the Department of Environment
and Labour into two departments:one devoted to labour and the other to the environment.
At first glance,this might seem like a straightforward process,but the truth is that Environment and Labour were
not simply two departments co-existing under one roof. They shared a minister, a deputy minister, a budget, a
policy division,an information and business services division,and a communications division.The priorities of
one helped shape those of the other.
While this structure was workable when Environment and Labour was created in 2000, much has changed.
Labour issues, such as the ongoing skills shortage, demand increasing attention, and environmental concerns
have risen to a level of prominence on the public agenda unseen in 20 years.
Nova Scotia Environment (NSE) is therefore the furthest thing from ‘business-as-usual’ under a different name.
NSE is a new department - a new department that is in the process of redefining itself.
What are the right goals and priorities for a new department focused exclusively on the environment? How can
we use our resources most effectively to achieve our goals? What needs to be tackled first and what can wait for
future years? What role does an environment department play in public life in 2008?
The new NSE has almost 300 employees with responsibilities that range from ensuring that multimillion-dollar
business projects are environmentally sound to seeing that a local community hall serves safe drinking water.
For NSE staff to work effectively as a team, they need to know what their colleagues are doing and how their
work contributes to the big picture. A working group was assembled in the summer of 2008 to begin putting
that picture together with the input of employees throughout the department. This plan represents their work.
NSE’s vision is the ultimate goal that we are all working toward and that all divisions can relate with. Our
vision is that Nova Scotia’s environment is healthy, well-managed, and supports prosperous communities.
In harmony with the Environmental Goals and Sustainable Prosperity Act and the province’s economic growth
strategy, Opportunities for Sustainable Prosperity, our vision states that the health of the economy and of the
environment are linked in a positive way.
NSE’s mission spells out how we will achieve our vision. It is essentially what we come to work to do every
day. Our mission is to assure that Nova Scotia Environment leads the way to ensure that our environment
is valued, protected, and enhanced in partnership with all Nova Scotians.
Our mission statement recognizes two key elements of modern environmental stewardship. The first is that
success is impossible unless the general public values the environment and is prepared to play a role in
protecting it. The second is that our department’s leadership role is more important than ever, both in
protecting the environment and in promoting awareness and interest among the public. This mission
statement affirms our enforcement and protection roles and highlights the need for NSE to provide leadership.
Our vision and mission statement focus on possibilities. Our specific goals were chosen because they represent
progress toward fulfilling our mission and achieving our vision. Each goal comes with a set of priorities that
define areas of effort that are fundamental to its success. To ensure our long-term success it is key that these
goals are interconnected and support one another.
Vision
Nova Scotia’s environment is healthy,well-managed,and supports prosperous communities.
Mission
Nova Scotia Environment leads the way to ensure that our environment is valued,protected,and enhanced in
partnership with all Nova Scotians.
Goal 1 is to achieve desired environmental outcomes. Although this goal seems obvious,we cannot lose
site of our most basic objective.
We have clear responsibilities under several Acts, the most fundamental being the Environment Act, and a duty
to ensure compliance with current laws and to keep these Acts and their regulations up to date.
The Environmental Goals and Sustainable Prosperity Act charts a clear path with specific outcomes and deadlines
for achieving them.
Goal 2 is to cultivate partnerships and environmental stewards. An informed and involved public is
essential to achieving our vision. This goal uses leadership,teaching,and collaboration in partnership with the
public to protect and enhance Nova Scotia’s environment.
Goal 3 is to enhance service delivery. Our goals are not achievable if our services are not delivered
effectively. Not only are our services integral to achieving good outcomes, but failure to deliver them
undermines the credibility we need to be the leaders in environmental stewardship.
Goal 4 is to develop dynamic instruments to deliver programs. A key part of service delivery is having
the right tools. Under this goal we will evaluate our operational and policy tools and continue to develop
new ones.
Goal 5 is to foster a winning workplace. A winning workplace requires continuous individual and
organizational development in response to changing and complex conditions and includes the creation
and maintenance of a supportive,people-oriented organizational culture.
Our strategic plan serves as a blueprint for what we want to achieve. The detailed consideration of actions,
or‘getting down into the weeds’,comes during the preparation of both annual business plans and operational
plans. Think of this strategic plan as a map for our planning over the next five years.
Achieve desired environmental outcomes
Nova Scotia Environment focuses on tackling climate change, protecting our environment, and advancing
our ambitious environmental goals. Those goals are embodied in a number of pieces of legislation including
the Environmental Goals and Sustainable Prosperity Act, Environment Act,Wilderness Act, Special Places Protection
Act,and Water Resources Protection Act.
Priorities
• Environmental Goals and Sustainable Prosperity Act (EGSPA) - Nova Scotia aims to be internationally recognized
for having one of the cleanest and most sustainable environments in the world by 2020. The Environmental Goals
and Sustainable Prosperity Act sets important targets in legislation to ensure we will achieve this commitment.
• Environment Act/Wilderness Areas Protection Act/Special Places Protection Act/Water Resources Protection Act -
These pieces of legislation provide the authority under which the environment is protected, enhanced,
and well-managed. The department continually strives to ensure that these Acts are current, appropriate,
and enforced.
• Climate Change and Adaptation - Climate change is real and is happening in Nova Scotia. It is not too late
to reduce emissions and adapt to a changing climate. Nova Scotia Environment takes its responsibility to
lead Nova Scotia’s response to climate change seriously.
Goal 1