Gideon Sundback fonds, 1942, 1952, 1985-1986, 1991, 2004, n.d.

Gideon Sundback was born in Stockholm, Sweden in 1880. He was educated as an engineer and settled in the United States in 1905. While working for the Universal Fastener Company, New Jersey in 1913 he developed and patented a “separable fastener”, which improved on an earlier version of what today is known as the zipper. He later moved his family to Meadville, Pennsylvania and sought a Canadian location for the production of his new invention. He settled on St. Catharines as it was an easy commute from his Pennsylvania home and opened The Lightning Fastener Company on Niagara Street. Sundback died on June 21, 1954 and is interred in Meadville, Pennsylvania. The plant continued to operate, but with increased foreign competition the manufacture of the zipper declined. The plant closed in 1981. Source: The St. Catharines Standard, July 3, 2004 Harold Fox was a noted lawyer, academic, businessman, author and a leading authority on intellectual property. He was engaged by Gideon Sunback and the Lightening Fastening Company to combat patent infringements by Colonial Fastener in the 1930s. The relationship continued when Fox was asked to become the managing director of the company, which he did until 1949. Fox lived in St. Catharines at his home “Foxcroft” until his death in 1969. Source: http://thefoxfund.com/harold.htm (November 2, 2009)

Bright’s Wines Limited fonds, 1983-1989

One of the oldest wineries in Ontario, Bright’s Wines is now a part of Vincor International Inc. and still producing wines today. In the year 1874 Thomas G. Bright and Francis A. Shirriff came together in a partnership and formed a wine company in Toronto, Ontario. As the company began to prosper the gentlemen decided to move the location to Niagara, Ontario. Sixteen years later the Niagara Falls Wine Company opened on Dorchester Road. In 1911, Bright bought out all of Shirriff’s shares in the company and the name became the T. G. Bright and Co. Limited. A few years later in 1933 Harry C. Hatch bought the wine company from the Bright family and began changing how Bright’s operated through greater, more diverse wine production, as well as research and development. Bright’s leadership in wine research and development in Canada helped bring Canadian wines to their position of respect around the world. In 1934 Bright’s began a viticultural and vinicultural program, changing the way the Canadian wine industry worked. They put more money into research and development than any other winery in all of Canada. Soon, gold medals and “best of class” international designations were being awarded to Bright’s wines. As a result of their success, the founders soon discovered that they needed additional money to develop their business. So they borrowed money from a local bank and other lenders, or creditors, and used the funds to expand the business. Subsequent acquisition of other companies and consolidations in the wine industry led to the creation of Vincor International in 1993. Today, Vincor has established itself as a major participant in the North American super-premium wine market. By acquiring other companies, Vincor has fuelled growth in its sales from $114 million in 1995 to $654 million in 2005. The company���s success attracted the attention of its competitors. On September 27, 2005, Constellation Brands, Inc. announced its intention to buy Vincor and subsequently acquired the company in June 2006.

Anne McPherson family fonds, 1852-2011 [non-inclusive]

Frank C. (Case) McCordick (1873-1946) was the son of William Henry (1849-1930) and Emily D. Howell (1851-1927) McCordick. William H. McCordick was in the coal business. The McCordick family included Frank Case, Mabel Gertrude, Ethel Howell and Arthur Stanley. Frank C. McCordick was educated in St. Catharines, and worked with his father in the coal business and eventually opened up a leather tanning operation. McCordick was active in the Lincoln Regiment and in 1906 was promoted to captain and in command of Company A, 19th Regiment. He was promoted to major and at the outbreak of war he was sent overseas as a commander of the 35th Battalion of the Canadian Expeditionary Forces (CEF). Upon arrival in France he was made officer commanding the 15th Battalion, King’s Own Yorkshire Light Infantry (KOYLI). After the war and his return to Canada he continued to play an active role in the local military units in the area as well as in Hamilton. After his retirement from the military in 1927 McCordick served as alderman and then mayor of St. Catharines from 1930 to 1931. He was a member of a large number of civic clubs, including St. Catharines Chamber of Commerce, Y.M.C.A., Lion’s Club, St. Catharines Golf Club, Detroit Boat Club, the St Catharines Club, as well as a member of several Masonic lodges. He continued to operate McCordick Tannery and other local investments. In 1903 Frank C. McCordick married May Beatrice Simson, daughter of Thomas E. Simson of Thorold. They had three children, E. (Edward) Frank McCordick, Bruce McCordick and (Margaret) Doris McCordick (m. Hubert Grigaut, d. 1977). The McCordick family resided at 82 Yates Street, near Adams Street. May Simson McCordick (b. 1873) was the daughter of Thomas Edward (1836-1908) and Julia Headlam (1844-1887) Simson of Thorold. Her siblings included: Edward, Frances, John, Augusta, Georgia and Gertrude. E. (Edward) Frank McCordick (1904-1980) was born in St. Catharines, Ont., attended Lake Lodge School in Grimsby, Ridley College in St. Catharines, Beechmont Preparatory School in England, Upper Canada College in Toronto and graduated from Royal Military College in Kingston, Ont. in 1925. Upon graduation he was made a lieutenant in the 10th (St. Catharines) Field Battery. In 1929 he married Helen Stanley Smith, daughter of Stanley George and Mary Walker Smith of St. Catharines. Col. McCordick, now promoted to Major, played an active role in the 10th (St. Catharines) Field Battery, being officer commanding the battery. In late 1939 McCordick headed to England for artillery tactical training and on December 6, 1939 the battery began the long trek overseas. McCordick saw action in Italy and in Holland. Upon his return to Canada at the end of the war he was the Liberal candidate in the federal election for Lincoln County. He remained active in the local military serving as honorary lieutenant-colonel of the 56th Field Regiment (ARCA) and in 1976 as the honorary colonel of the regiment. Col. McCordick held the Efficiency Decoration, the Order of the British Empire, granted in 1945 and was made an officer in the Order of St. John in 1978. He continued to serve his community in various capacities, including the Unemployment Insurance Canada Board, Royal Trust Company and the St. John Ambulance Society. He remained an active member of the alumni of Royal Military College, editing and compiling a newsletter and organizing reunion weekends. He kept in close contact with many of his classmates. Helen Stanley Smith McCordick lived in St. Catharines, Ont., attended Robertson School, and graduated from the University of Toronto in 1926 with a Bachelor of Arts degree in Modern Languages. During the war years (1939-1945) Helen was active in the Transport division of the local branch of the Canadian Red Cross and the Women’s Auxiliary of the 10th Field Battery. In 1932 E. Frank and Helen McCordick welcomed their only child, (Catharine) Anne McCordick. Helen continued to play an active role in her community until her passing in 1997. Stanley George Smith (1865-1960) was born in St. Catharines, Ont., the only child of William Smith (d. June 16, 1876) a native of Edinburgh, Scotland and his wife Hannah Louisa Maria Bulkeley a native of Fairfield, Connecticut. Stanley George Smith married Mary Walker of Guelph, Ont.(d. 1956) Mary was the daughter of Hugh and Elizabeth (d. 1924) Walker. Her siblings included Margaret, Agnes, Jessie, Isabella, Lorne, Ada, Alice, Eva, Alexander and George. Hugh Walker was a prominent fruit and vegetable merchant in Guelph. On 1904 their only child, Helen Stanley Smith was born. He was a post office clerk, and the treasurer for the James D. Tait Co. Ltd., a clothing and dry goods retailer in St. Catharines. The family lived at 39 Church Street in St. Catharines, Ont.

Upper Lakes Shipping Ltd. Vessels Scrapbook, 1964-1967, no date

The origins of Upper Lakes Shipping can be traced back to 1931, when Gordon Leitch, the general manager of Toronto elevators, sent Captain Bruce Angus to scout for potential ships that could be used to transport grain. The ship Sarnian was purchased as a result. It soon became apparent that more ships would be needed by the business, and Leitch subsequently partnered with James Norris of the Norris Grain Company, in order to transport their products more economically. The Upper Lakes and St. Lawrence Transportation Company (which later become known as Upper Lakes Shipping), was incorporated in 1932. In 1956, the company bought Port Weller Dry docks. At this point, the company began constructing new vessels designed to meet specific freight and classification needs.

Inniskillin fonds, 1970-2014, n.d.

Inniskillin Wines was founded by Karl Kaiser and Donald Ziraldo in 1975 in Niagara-on-the-Lake, Ontario. They had met the previous year, when Karl Kaiser, a winemaker and chemist, purchased some grapes from Donald Ziraldo, who owned and operated Ziraldo Nurseries. The two shared a vision of producing better quality Canadian wines and formed a partnership, with Kaiser making the wine and Ziraldo serving as company President. In 1975, they were granted a winery license by the LCBO, the first one granted since 1929. The company name Inniskillin was derived from the Inniskilling Fusilliers, an Irish regiment whose Colonel once owned the land that Ziraldo Nurseries occupied. This was the original site of the winery, although in 1978 the winery moved to the Brae Burn Estate, their current location. In 1982 the winery expanded by 50 acres with the addition of the Montague Vineyard, and another 50 acres was acquired in 1991. The Niagara-on-the-Lake vineyard produces single vineyards bottlings of Chardonnay, Pinot Noir, Merlot and Pinot Grigio/Pinot Gris. In 1984, Karl Kaiser began producing icewine from Vidal grapes frozen naturally on the vine. Inniskillin garnered international acclaim for the quality of their icewines, receiving the prestigious Grand Prix d’Honneur at VinExpo in 1991, for their 1989 Vidal icewine. This established Inniskillin as a producer of world class wines, while also raising the profile of Canadian wines in general. The company branched out their operations, first acquiring vineyards in the Napa Valley in 1989 to form Inniskillin Napa (producing wines under the Terra label), and in 1994 establishing Inniskillin Okanagan in the Okanagan Valley in British Columbia. The Napa valley venture ceased in the mid 90’s, while Inniskillin Okanagan continues to operate. In 2006, Karl Kaiser and Donald Ziraldo left Inniskillin. Kaiser retired, while Ziraldo became chair of the Vineland Research and Innovation Center (2006-2011), and remains involved in the wine industry. In 2007, Bruce Nicholson joined Inniskillin as winemaker. Nicholson continues to produce award-winning wines under the Inniskillin label, receiving the top award, the Premio Speciale Gran Award, at Vinitaly 2009 for his 2006 Gold Vidal and his 2006 Sparkling Vidal Icewine. In 2012, he received several awards for the 2008 Riesling Icewine, including gold at the International Wine and Spirits Competition in London, UK, the San Francisco International Wine Championships, and Selections Mondials des Vins Canada.

Kimberly-Clark (Canada) records, 1960-1987

Kimberly, Clark & Company was founded in Wisconsin in 1872. The founding partners were John A. Kimberly, Havilah Babcock, Charles B. Clark, and Frank C. Stattuck. That same year, the company built the Globe Mill, which made newsprint from linen and cotton rags. The company soon established a reputation for developing new and innovative paper products and processes. In the 1920s, Kimberly-Clark opened a Canadian Pulp Mill and Power plant known as the Spruce Falls Power and Paper Company, in Kapuskasing, Ontario. Other branches of Kimberly-Clark were established in Ontario at Huntsville and Terrace Bay.

Johns-Manville (Canada) records, 1949-1977 (non-inclusive).

The Johns-Manville Company was founded in 1901with the merging of the H.W. Johns Manufacturing Company and the Manville Covering Company. Both companies made building materials using asbestos. The new company was based in New York, New York, and made products such as insulation and roofing materials, automotive sheet packing for cylinders, asbestos/cement, acoustical and magnesia products. Significant restructuring has occurred over the years as the company shifted from production of asbestos products to other types of building materials, such as fibre glass and forest products. Since 2001, the Johns-Manville Company has been owned by Berkshire Hathaway. The company began operations in Canada in 1918 in Asbestos, Quebec, where the Jeffrey Asbestos Mine was located. A Canadian plant opened in Port Union, Scarborough Township, in 1956, and another in North Bay, Ontario, in 1957. Both of these plants have since closed. The company currently has two plants in Canada, in Innisfail, Alberta, and Cornwall, Ontario.

Stelco records, 1951-1989

The Steel Company of Canada (Stelco) was formed in 1910 with the incorporation of the Canada Screw Co. Ltd., the Montreal Rolling Mills Co., the Dominion Wire Manufacturing Co. Ltd., the Hamilton Steel and Iron Co. Ltd., and the Canada Bolt and Nut Co. Ltd. By the 1920s, the company was the largest producer of steel ingots in Canada. The 1930s saw continued success and expansion of the company as Stelco increased its iron and steel capacity by 50 percent. The company continued to prosper throughout the next several decades, with sales revenues exceeding one billion dollars in 1974. In 1980, the company officially changed its name to Stelco, in order to simplify its name in both the French and English language. The company began to experience financial difficulties beginning with the recession in 1982. The troubles persisted for the next 25 years as a result of a decreased demand for steel, labour disputes, and high steel imports. In 2004, Stelco entered bankruptcy protection. By 2007, Stelco had lost $240 million in its first four quarters after emerging from bankruptcy protection. That same year Stelco was purchased by the United States Steel Corp. Despite efforts to restructure the company, bankruptcy was again declared in 2014.

Barnes Wines, Limited By-Law No. 78

The summary of the By-Law reads: "A By-Law to authorize the setting aside of certain monies annually out of the net profits of the Company before payment of dominion and provincial income taxes and provincial corporation tax to be paid to a trustee for distribution to the employees and officers of the Company and to authorize the execution of an agreement with a trustee to effect such purpose."

Barnes Wines, Limited By-Law No. 93

The By-Law beings "being a by-law authorizing borrowing and pledging by the Company".

Public Instrument of Protest

Public Instrument of Protest (1 double-sided handwritten page) by William W. Gillvery and the North West Company against Angus W. Gillis for breaking his agreement with the company, March 26, 1800.

Rapport au travail et dynamique de transformation du métier d'ingénieur dans le contexte algérien: le cas de l'entreprise Sonatrach

Cette recherche a pour objet l'étude de la dynamique de transformation du métier d'ingénieur dans le contexte algérien saisi à travers le rapport au travail. Elle repose sur une approche théorique s'inspirant d'une sociologie des groupes professionnels avec une démarche alliant méthodes quantitatives et qualitatives. Prenant appui sur des données recueillies à l'aide d'un questionnaire et d'entretiens approfondis menés dans Sonatrach, la plus grande entreprise d'Algérie, notre étude s'est attachée à faire ressortir les facteurs qui agissent au niveau individuel, organisationnel et sociétal sur les pratiques professionnelles pour deux générations d'ingénieurs. La première a eu pour mission de bâtir le pays à travers les grands projets de développement qui ont caractérisé la période après l'indépendance. La deuxième est arrivée sur le marché de l'emploi, à la fin des années 80, dans un contexte de crise et a payé un lourd tribut à la détérioration de la conjoncture économique. Les pratiques professionnelles se construisent tout d'abord dans le travail, mais aussi dans l'exercice des activités quotidiennes, les relations avec les autres et enfin la satisfaction à l'égard du travail. Tels ont été les points focaux de notre démarche d'explicitation du rapport au travail chez nos ingénieurs. Nous avons mis en lumière l'effet de la position hiérarchique au sein de l'organisation et des types de fonction. La satisfaction tient de la fierté d'appartenir à une entreprise prestigieuse. Chez les jeunes, elle s'exprime aussi dans les avantages matériels et une vision du métier fondée sur la maîtrise technique. Les plus âgés, encore marqués par l'idéologie nationaliste, mettent l'accent sur la participation à l'édification du pays, mais aussi sur la réalisation de soi et la fidélité à l'entreprise. Le rapport au travail s'élabore également au fil du temps dans son cheminement professionnel. Nous l'avons abordé, dans une deuxième étape, en documentant les processus d'intégration et de mobilité au sein de l'entreprise. Les trajectoires professionnelles sont régies par des politiques et des procédures de gestion qui en définissent les modalités, mais elles obéissent également à des opportunités et à des pratiques informelles qui jouent un rôle tout aussi important dans la détermination des profils de carrière. Enfin, le rapport au travail est tributaire de facteurs qui dépassent le cadre de l'entreprise. Dans une troisième étape, nous avons analysé les transformations du système éducatif et leur impact sur la certification des ingénieurs, la crise économique et ses effets en termes de chômage et de précarité et enfin la montée du discours religieux et ses manifestations chez les ingénieurs. Ces facteurs liés au contexte sociétal modifient les représentations et modèlent les attitudes et comportements au travail et à l'égard de celui-ci. Comme le montre notre recherche, le rapport au travail articule, dans une composition complexe, parcours individuels et histoires collectives vécus dans des environnements en évolution. La pratique d'un métier se trouve liée aux différents contextes de socialisation qui traversent les individus. Elle se situe, dans le cas algérien, au croisement d'une formation scientifique et technique qui montre peu de réactivité aux besoins mouvants de l'opérateur économique qu'elle est censée satisfaire, d'une entreprise bureaucratique dans son organisation et dans son fonctionnement où le contournement des règles peut s'ériger en principes de gestion et enfin d'un contexte sociétal qui oscille entre modernité et tradition. Cette dernière est réinterprétée de manière orthodoxe par les mouvements religieux en action dans la société. Ainsi, les ingénieurs investis initialement d'une mission de développement et considérés alors comme "vecteur de modernité" connaissent une détérioration de leur statut et la crise touche la profession vécue cependant différemment selon les générations.

Elf ERAP en Irak, de 1968 à 1977

Dès sa création en 1966, l’ERAP s’est fixé pour but d’accroître la production du pétrole « franc », en diversifiant ses sources d’approvisionnement. Un tel objectif prend une tournure cruciale dès lors que les rapports tendus entre le groupe français et les autorités algériennes semblent menacer ses acquis dans le Sahara. Toutefois, se tailler une place sur le marché mondial semble à cette époque une tâche ardue, voire improbable, puisque les espaces les plus pétrolifères sont déjà occupés par les grandes sociétés, dites Majors. Néanmoins, la société d’État française réussit à s’implanter dans plusieurs pays producteurs, dont l’Irak en 1968, jusqu’alors considéré comme la chasse gardée de la Compagnie française des pétroles (CFP). Aussi, l’expérience irakienne, suite à l’insuccès en Algérie, incite Elf ERAP à se concentrer dans les pays pétroliers de l’Afrique subsaharienne et en Mer du Nord. Le 3 février 1968, Elf ERAP signe un accord avec la compagnie d’État pétrolière, INOC, pour se charger de la prospection et de l’exploitation d’une partie du territoire confisqué par l’État irakien à la puissante Iraq Petroleum Company (IPC). En contrepartie de ses apports financiers et techniques, Elf ERAP sera rémunérée par un approvisionnement garanti en pétrole irakien : il s’agit d’un nouveau genre de partenariat, dit « contrat d’agence ». Ce dernier succède au système classique des concessions et vaut à la société d’État un franc succès dans son projet de pénétration au Moyen Orient. Très vite, les prospections donnent lieu à la découverte de gisements. La production démarre en 1976 et s’élève à 5 millions de tonnes en 1977. Dès lors, Elf ERAP, devenue la SNEA, peut envisager avec optimisme son avenir énergétique, puisque sa sécurité d’approvisionnement est, en partie, assurée par le marché irakien. Mais, contre toute attente, le groupe d’État français se retire de l’affaire en mai 1977, laissant place à l’INOC, qui prend en charge le projet deux ans avant la date prévue par le contrat initial de 1968. Ce sujet de recherche consiste à éclaircir le rôle d’opérateur joué par l’ERAP en Irak, entre 1968 et 1977. Pour tenter d’expliquer le départ prématuré d’Elf Irak, il nous faut identifier les facteurs endogènes et exogènes qui ont pu motiver une telle décision. Autrement dit, la société d’État aurait-elle subi les revers de ses propres choix énergétiques ou un tel dénouement serait-il imputable à la politique pétrolière irakienne? Quelles sont les implications de la conjoncture pétrolière internationale dans le cas d’un tel retrait? Aidée des archives historiques d’Elf et de TOTAL, nous sommes arrivée à la conclusion que la compression du marché pétrolier, entre distributeurs et producteurs, au cours des années 1970, a considérablement nui à la rentabilité des contrats intermédiaires du type agence.

Investir en République Populaire de Chine : l'environnement légal et les formes juridiques d'entreprises

L'économie de la Chine a connu au cours des trois dernières décennies une effervescence sans précédent. Dorénavant ouvert sur le monde, ce nouveau marché de près de 1,3 milliard d'individus possède un potentiel commercial et des perspectives de croissance n'ayant aucun équivalent en Occident. Toutefois, partir à la conquête de l'Empire du Milieu peut s'avérer être une aventure périlleuse pour celui qui ne maîtrise pas le cadre contextuel et légal dans lequel les affaires s'opèrent en ces lieux. Le présent mémoire se veut une étude en deux parties des considérations afin de mener à terme avec succès un projet d'investissement en sol chinois. Dans un premier temps, la présente étude tente de démystifier le climat économique, social et légal entourant le monde des affaires en Chine. L'investisseur étranger a tout intérêt à comprendre cet environnement dans lequel nos repères occidentaux sont parfois inexistants. Il s'agit donc, initialement, de comprendre l'évolution récente de ce pays et les transformations profondes que la Chine a connues dans les dernières décennies. Du socialisme à l'économie de marché, le plus grand marché potentiel sur terre s'est ouvert progressivement sur le monde. Sans délai, l'investissement étranger a alors afflué massivement en ces lieux. Fort de l'évolution de son environnement légal, qui se poursuit d'ailleurs toujours à l'heure actuelle, quels sont les principaux enjeux et défis pour un investisseur étranger en Chine? Parmi différentes considérations, l'investisseur étranger doit s'intéresser particulièrement à la place qu'occupent les autorités gouvernementales dans les transactions privées, à la force obligatoire des ententes commerciales et à la résolution de conflits éventuels. Dans un second temps, la présente étude couvre les principales formes juridiques d'investissement accessibles aux investisseurs étrangers afin d'exploiter ou de participer à l'exploitation d'une entreprise en sol chinois. Il s'agit, pour chacune d'entre elles, d'analyser le droit positif posé par le législateur ainsi que de le compléter avec certains éléments pratiques soulevés par des observateurs en la matière. Il s'ensuivra une analyse des différents mécanismes d'acquisition d'entreprise par les investisseurs étrangers. Ultimement, l'étude de cette seconde partie mènera à une analyse comparative des incidences pratiques relativement aux différentes formes d'établissement ou d'acquisition d'entreprise.

Système de listes de vérification interactives du niveau de conformité des maquettes avec les recommandations des fabricants de plateformes mobiles

L'ensemble de mon travail a été réalisé grâce a l'utilisation de logiciel libre.