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The Lockwood Survey Corporation Ltd. was an aerial photographic survey company based in the Toronto, Ontario area with divisions across Canada, the west coast division being located at 1409 West Pender Street, Vancouver, BC.

It was formed out of a number of amalgamations, mergers and name changes of predecessor companies, beginning with the Toronto-based Photographic Survey Company, which began in 1946 under the direction of Douglas M. Kendall, with British financing from Sir Percy Hunting. From 1956-1965, the company was known as Hunting Survey Corporation, Ltd., later known as Lockwood Survey Corporation, Ltd. from 1965-1972. From 1972-1975 the company was called Northway Survey Corporation, Ltd., and then Northway- Gestalt Corporation Ltd. from 1975-1984. The company has been named Northway Map Technology Ltd. since 1985.

UNBC's Centre for Teaching, Learning, and Technology unit, as it currently exists, was created in 2007. As a result of some internal restructuring, there was the creation of a Dean of Teaching, Learning and Technology and a Director of the Centre for Teaching, Learning and Technology. At that time, those positions were held by the same person, Dr. Heather Smith. In this new structure, Information and Technology Services (ITS), the UNBC Geoffrey R. Weller Library, and the CTLT all reported to the Dean. The Dean reported to the Provost. For a variety of reasons this restructuring was unsuccessful and in the fall of 2007, Dr. Smith resigned from the decanal position. Through this resignation, and with support of institutional allies, the decanal funding was guaranteed to the CTLT thus ensuring the ongoing funding of the unit. Dr. Smith stayed on as Acting Director of the CTLT until June 2008.

During this initial period, the CTLT had an Acting Director, a full time administrative assistant, and Elearning Coordinator, Grant Potter (hired in December 2007) and several student assistants who supported elearning. In addition, the Learning Skills Centre (now the Academic Success Centre) reported to the Director of the CTLT. The Director shifted their report from the Provost to a Dean of Student Success and Enrolment Management after her resignation as Dean.

In 2008, Dr. William Owen took over as Director of the CTLT and the staffing compliment stayed the same. He did gain an additional report as the Access Resource Centre began to report to him. At the time, he reported to a Dean of Student Success and Enrolment Management but this report also changed back to a direct report to the Provost.

In the spring of 2012, Dr. Owen took the position of Acting Dean of Student Engagement. Dr. Smith returned to again be Acting Director of the CTLT and she reported to the Provost. In negotiations that lead to Dr. Smith taking on the position of Acting Director it was agreed that Dr. Owen would ‘take’ the Academic Success Centre and the Access Resource Centre with him and bring them into the Student Engagement portfolio. It is also worth noting that between 2012 and 2017, there have been four different Provosts.

The FHABC was formed on March 29, 1982 in Vancouver at a meeting attended by people from many backgrounds and disciplines.The purpose and objectives of the association are to promote awareness of, appreciation for, and preservation of the forest history of British Columbia.The association assumes a promotional and coordinating role, and does not collect archival material, but rather, encourages the assembly, cataloguing, and deposition of such material in the appropriate local, regional, provincial, or federal archival facilities. The FHABC has an annual general meeting and publishes a newsletter up to three times a year.

The British Columbia Forest History Newsletter, in production for over 30 years, predates the association and traces its origins to a meeting organized by the Forest History Society, then of Santa Cruz, California, and held at the University of British Columbia on April 27, 1981. When the FHABC came into being the next spring, the newsletter then became its official organ.

Rustad Bros. and Co. Ltd. was a large sawmill and planermill that was started operation in 1947. Jim Rustad was the general manager and president of the sawmill. Jim sold the business to Northwood in 1991 (later bought by Canfor) and operated until 2009.

The Columbia Cellulose Company, Limited was established under the name Port Edward Development Company, Limited in 1946 by the Celanese Corporation of America to produce high alpha wood pulp. The name was changed to the Port Edward Cellulose Company, Limited in 1947 and was finally changed to the present name in 1948. The first mill was constructed at Prince Rupert after the company was granted Tree Farm Licence (TFL) No. 1 in 1948. Celgar Development Company (more commonly known as Celgar Limited), a subsidiary of Columbia Cellulose, purchased three sawmill operations in the Arrow Lakes region at Nakusp and Castlegar in the early 1950s. The sawmills at Castlegar were transformed into an updated sawmill, a kraft mill, and a pulp mill. Columbia Cellulose was granted TFL No. 23 in July, 1955 and Nakusp was the headquarters for the woods operations in the interior with the Arrow Lakes system and tributary rivers providing waterways for booming and towing to the mills at Castlegar. The Columbia Cellulose Company added Prince Rupert Construction Limited (incorporated 1954) as a subsidiary in 1958 along with Skeena Logging Equipment Limited that same year. More mills in the interior were opened and in 1964 Columbia Cellulose began working with Svenka Cellulosa Aktiebolaget, a large Swedish manufacturer of forest products in the province, to build Skeena Kraft Limited. Skeena Kraft Limited was granted TFL No. 40 and Skeena Kraft headquartered its operations in Terrace. In 1965, Columbia Cellulose bought Calum Lumber Limited in Prince Rupert and acquired Columbia Pulp Sales Limited within the next two years. The declining Columbia Cellulose Company was taken over by the government of British Columbia in 1973 and was the basis for a new company: Canadian Cellulose Company, Limited. The name was changed again in 1981 to BC Timber Ltd.

The McGregor Model Forest Association (MMFA) was established in 1992 by the Government of Canada under the Canadian Forest Service’s Model Forest Program which was established across the country to examine and test principals of sustainable forest management. The MMFA operated successfully for over 15 years to support research, development of integrated forest management models, forest education and facilitation of collaborative decision-making. The Association’s approximately 50 members included communities, First Nations, industry, government and non-government representatives, as well as individual scientists and practitioners. The MMFA was an active participant in the Canadian and International Model Forest Networks, and also carried out projects in Russia on behalf of the Canadian International Development Agency. The Model Forest Program concluded in 2007, and was replaced by the Forest Communities Program. This new program was intended to facilitate the development and sharing of knowledge, tools and practices to empower forest-based communities to participate in informed decision-making on the forest land base, allowing communities to sustain and grow forest resource benefits while capitalizing on emerging forest-based opportunities. During this changeover, many of the existing Model Forests continued their operations under this new program, including the MMFA, while others continued their operations through partner and other funding sources, and some closed their doors. In October 2007, MMFA was combined with the Integrated Resource Management Partnership of Northern British Columbia (the “IRM Partnership”) into the Resources North Association - a new society whose aim it was to strengthen the previous relationship between the groups and to capitalize on their synergies.

The Aleza Lake Research Forest is a 9000 hectare outdoor research facility and working forest 60 kilometres east of Prince George. The research forest was first established in 1924 and has an ongoing research and forest management legacy that approaches 100 years. Today, the forest is co-operatively managed by UNBC, the BC government, and industry partners, through the non-profit Aleza Lake Research Forest Society.

Northwood Mills was Noranda's first foray into the forestry industry. Northwood Mills was resurrected from National Forest Products when it was purchased by Noranda in April 1961 (Zimmerman p. 33). National Forest Products was in receivership and had 6 sawmills in the Okanagan Valley (Summerland Box Company, Tulameen Forest Products, and the Osoyoos and Oliver mills) and in Prince George (Upper Fraser Mills and Sinclair Spruce Mills) (Zimmerman p. 31). The Prince George mills were larger and more successful, making Prince George the centre of Noranda's forest investment. Included in the purchase of National Forest Products was the harvesting quota for the sawmills and a 3 million acre pulp-harvesting area (pre-approved for a pulp mill) that had been created by the provincial forestry minister, Ray Williston (Zimmerman p. 31). Dick Porritt was named the first president and CEO of Northwood Mills (Zimmerman p. 34).

An agreement between Noranda Mines and the Mead Corporation dated April 24, 1964 provided for the formation of a new company called Northwood Pulp. The capital stock of this new company was divided evenly between Northwood Mills Ltd. and Canamead Inc. (later named Forest Kraft Company). Northwood Pulp purchased from Northwood Mills all the outstanding stock of two of Northwood Mills' wholly-owned subsidiaries: Upper Fraser and Sinclair Spruce Mills. Northwood Mills would provide knowledge and experience with respect to sawmills. Mead would provide knowledge and experience with respect to the engineering and design of pulpmills. Northwood Mills was Northwood Pulp's exclusive agent for soliciting and servicing sales of logs, lumber and other sawmill products globally.

At 1976, Northwood Mills continued to operate four sawmills in the Okanagan region of British Columbia with the capacity to produce approximately 200 million board feet of lumber per year, principally western white spruce. It had a building materials division which operated a lumber brokerage and wholesale building materials business through warehouses across Canada. Early in 1975, it acquired Airscrew-Weyroc, which was then renamed Northwood Panelboard Ltd., with a 145,000 tons per year particle board plant in Chatham, New Brunswick.

Between 1964 and 1985, Northwood Mills purchased holdings in other subsidiaries, including Fraser Inc., W.H. Miller Co Ltd., James Maclaren Industries, Lynn Stevedoring Co. Ltd., MacMillan Bloedel Ltd., McBride Lumber & Building Supplies Ltd., Northwood Properties, and Northwood Panelboard Ltd (Stats Can).

Northwood Mills' Sales Division marketed its own production as well as that for Northwood Pulp and Timber and other non-affiliated producers. Over 80% of the sales were to North America.

Sources:
Zimmerman, Adam. Who’s in Charge Here, Anyway?: Reflections from a Life in Business, (Don Mills, Ontario: Stoddart; Distributed in Canada by General Distribution Services), 1997.

Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 64.

Statistics Canada. Inter-corporate Ownership Directory, 1975, 1982, 1985, 1987.

Created in 1912, the Ministry of Forests and Range, then known as the Department of Lands, recommended strong research programs towards further development of the forest industry in British Columbia. In 1923, research activities were implemented, and at that time, Assistant Chief Forester, Bob St. Clair, recommended the development of forest experiment stations. In 1924, the Aleza Lake Experiment Station opened east of Prince George, BC, where different research projects began, focusing on soil types and trees. The objectives of the Experiment Station were related to forest management, particularly growth and mortality of white spruce and balsam, soils, and spatial planning. By 1930, the Research Division was the most active throughout Canada. However, due to significant cutbacks during the Depression years, the loss of key figures occurred; many of whom were central to the success of the Research Division, such as Percy M. Barr, who headed the Division. After 38 years of operation, the Aleza Lake Experiment Station was formally closed in 1963 due to budget restrictions, and all remaining buildings were removed or destroyed. However, now re-named as the Aleza Lake Forest Reserve, the Department of Lands and Forests transferred the Reserve to the Prince George Forest District for a ten-year period. After this timeframe expired, no further review was given and the Aleza Lake Forest Reserve was considered abandoned until 1981 when some permanent sample plots were found and re-measured. Through their diligence, John Revel, and Harry Coates, both employees of the BC Forest Service at the time, re-measured these plots knowing the significance of past experiments conducted at the Research Forest. Coates had also retained the original data from the permanent sample plots. Coates and Revel were both key figures in having the Research Forest re-opened because of their knowledge of previous experiments conducted before the Experiment Station was closed. In 1984, by Order-In-Council, the Aleza Lake Forest Reserve was amalgamated with the Purden Forest Reserve. In the late 1980s, there was a push for the Research Forest to be re-opened because of its potential for forest management research and demonstration. As a result, the Aleza Lake Steering Committee was formed in 1990, consisting of representatives from the Ministry of Forests, Ministry of Environment, Lands and Parks, and Northwood Pulp and Timber Limited. In 1992, the Research Forest was reopened with a management and working plan in place and was officially renamed the Aleza Lake Research Forest, and in 2001, the forest became the fourth university research forest in British Columbia. The Aleza Lake Research Forest is now managed by the Aleza Lake Research Forest Society, a partnership between the University of Northern British Columbia, University of British Columbia, one delegated representative from the BC Ministry of Forests and Range, Prince George Regional office, and a delegated representative alternating between the BC Ministry of Sustainable Resource Management, Prince George office. Today, the central mandate of the Research Forest is to provide multidisciplinary programs focusing on partial cut harvest systems, biological diversity, climate change, and environmental monitoring in small forest tenures.

• 1864 Purchase by James Maclaren of the sawmill located on the west side of the Lièvre River, from the Baxter Bowman Estate.
• 1876 Maclaren receives the Award of Excellence at the Philadelphia World's Fair for the products displayed at the event.
• 1885 Opening of a new warehouse at Mont-Laurier.
• 1889 Founded by James Maclaren and James G. Ross, The North Pacific Lumber Company starts up a sawmill at Barnett, British Columbia.
• 1892 James Maclaren, founder of Maclaren, dies, leaving behind "The Estate of James Maclaren".
• 1893 Maclaren receives the Award of Excellence of the Chicago World's Fair for the products displayed at the event.
• 1894 Founding of the "Albert Maclaren Electric Light Company".
• 1895 Incorporation of "THE JAMES MACLAREN CO. LTD.", June 28th.
• 1900 First meeting of the Board of Directors of "THE JAMES MACLAREN CO. LTD.". James Maclaren's five sons, David, Alexander, John, James Barnet and Albert bought the estate, the sawmills, the properties and the woodland concessions.
• 1901 Purchase by the Company of the "Ross Bros." sawmill, located on the east side of the Lièvre River at Buckingham.
• 1901-02 Construction and start-up of a mechanical pulp mill with a daily production capacity of 60 tons.
• 1903 Purchase of the hydraulic rights owned by Sir Edward Andrew Stuart downstream from Buckingham.
• 1906 Opening of a new log piling depot, south of the Buckingham Roman Catholic Cemetery, along present Hwy 309, between Masson and Buckingham.
• 1907 Modernization of the sawmill located on the east side of the river in Buckingham.
• 1911 Purchase of the "Lièvre River Telephone Co.".
• 1912 Increase in the production of mechanical pulp to 90 tons per day,
• 1913 Shutdown of the Barnett sawmill in B. C.
• 1913 Purchase of the 100 sq. mi. Sharples woodland concessions along the Lièvre River.
• 1913 Construction of a retaining dyke and log slide to bypass High Falls on the Lièvre River.
• 1922 The sawmill on the west side of the river at Buckingham is demolished to make way for a new mill (Head Works and Pulpwood).
• 1928-30 Construction of a newsprint mill with a production capacity of 350 tons per day and a chemical pulp mill at Masson.
• 1928-30 Renovation and expansion of the mechanical pulp mill capable of producing 300 tons per day at Buckingham.
• 1928-30 The mechanical pulp was carried from Buckingham to the Masson plant via a pipeline located in a north-south axis between Georges Street and the river. The 4-foot logs used to make chemical pulp were floated down a log slide from Buckingham to Masson. Both systems spanned a distance of three miles.
• 1928-30 Construction of a dam and hydro-electric generating station at High Falls, on the Lièvre as well as the construction of a dam and hydro-electric generating station at Masson.
• 1941 Construction of the Mitchinamekus dam.
• 1954 Construction of the Kiamika dam.
• 1956-59 Construction of a mechanical pulp mill at Masson.
• 1957 Construction of a hydro-electric generating station at Dufferin Falls, on the Lièvre at Buckingham.
• 1959 Shutdown of the mechanical pulp mill at Buckingham.
• 1959 Construction of a debarking and slashing mill at Poupore, upstream from Buckingham, on the Lièvre.
• 1964 Purchase of the Kraft pulp mill and other installations from the Singer Company at Thurso.
• 1965 Purchase of "Canadian Hardwood Limited", "Buckingham Lumber Ltd." and "Quebec Hardwood Limited".
• 1968 Sale of the affiliate Company "Lièvre River Telephone Company" to Télébec .
• 1970 Purchase of the Allaire sawmill at Notre-Dame-du-Laus.
• 1974 Purchase of 50 % of Sogefor Ltd’s assets in Lac-des-Îles.
• 1979 Installation of solar heating panels at the Masson plant.
• 1980 Acquisition of the Maclaren Company by Noranda Inc.
• 1981 Modernization of the bisulfite plant at the Masson newsprint plant, allowing the recovery of 80 percent rather than 50 percent of fibbers, and a reduction of suspended solids in the water returned to the river.
• 1983 Modernization of $61 million at the Kraft pulp mill in Thurso, comprising of the installation of a new recovery boiler and a precipitator.
• 1985 Construction and installation of a new newsprint machine with a total capacity of production of 750 metric tons per day.
• 1988 Increase of production capacity at the Kraft pulp mill in Thurso: from 365 tons to 580 tons per day. Cost of the project: $175 million.
• 1988 Modernization of the corporate office of the Company at Masson.
• 1988 Announcement of the construction of a clarifier at a cost of $7 million at the newsprint mill.
• 1988 Announcement of a $27 million expansion project of the Masson newsprint plant to increase production from 180,000 to 209,000 metric tons par year.
• 1990 Purchase of Normick-Perron.
• 1990 Modernisation and expansion at the Kraft Pulp Mill in Thurso.
• 1991 Announcement of the start-up of a newsprint deinking plant at Cap-de-la-Madeleine, jointly with Cascades and Donohue.
• 1993 Introduction of recycled pulp in the newsprint manufacturing process at the Masson plant
• 1993 The Kraft pulp division celebrates its 35th anniversary with the theme "35 years of efficiency and improvement... and counting"
• 1993 Logging operations on the Lièvre River are abandoned and a new system for log conversion and storage is introduced at the newsprint mill at a cost of $ 3.8 million
• 1994 Announcement of a $70 million investment in water treatment plants at Maclaren plants both in Masson and Thurso.
• 1994 With the end of logging operations on the Lièvre River, the 64-year old log slide used to float the logs from Buckingham to the Masson plant is now obsolete and consequently dismantled.
• 1994 Investment of $44 million for the modernization of the wood yard at the Kraft pulp mill in Thurso resulting in a pulp of superior quality.
• 1994 The Normick-Perron group, until now under the Maclaren umbrella, will come under the authority of Norbord, another division of Noranda Forest.
• 1995 In conformity with its environmental policy and the optimization of its resources, Maclaren announces that 80 tons a day of solid waste from the Masson newsprint plant will be turned into compost.
• 1995 Maclaren celebrates its 100th anniversary of incorporation and adopts a new corporate symbol.
• 1997 Noranda Forest, which later became Nexfor surprised everybody by announcing the sale of its newsprint mills in Masson.
• 1998 Noranda Forest finally finds a buyer for it's Masson newsprint mill, Papier Mason Ltée
• 1999 Nexfor sell it’s Hydro-Electric operations to Great Lakes Hydro in Trust,the Maclaren Hydro Division becomes a subsidiary of Great Lakes Power.
• 2000 On the 7th of January, Nexfor, a Toronto firm, announces the sale of its Kraft Division in Thurso, thus becoming part of its Fraser Paper subsidiary.

Source: André Joyce http://maclaren.iquebec.com

Fraser Companies Ltd. was a pulp, paper and lumber producer with operations in New Brunswick and Maine.

In April 1974, Noranda, through its subsidiary Northwood Mills, made a successful public offer to acquire 51% of the shares of Fraser Companies, Ltd.

After this acquisition, Fraser Inc. modernized and extended its the bisulphite plant (1976-1979), renovated its the paperboard mill (1988), and the installed high pressure steam pipelines linking the Edmundston pulp mill to Fraser Paper of Madawaska, Maine (1981-1982). The goal of these improvements was to increase production, reduce costs, conform to the new environment protection standards, and an increased ability to compete on the North American markets.

In addition to the Edmundston and Madawaska mills, Fraser Inc. owned mills in Atholville, Kedgwick, Plaster Rock and Thorold, Ontario. The company managed more than 1.8 millions acres of woodland concessions.

In May 1987, Fraser Inc. was amalgamated into Noranda Forest Inc.

Sources:
Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 94-95.

http://www.toucherdubois.ca/tdb/result_item.php?item=6632&lang=en

Bulkley Valley Pulp and Timber was established in 1963 to pursue the construction of a pulp mill. In 1966 they obtained a Pulp Harvesting License, covering 40,000 square miles of timber.

The mill was sold in 1968 to Bowater-Bathhurst. Construction of what was to be one of Canada's largest integrated forest product complex began in 1969 four miles west of Houston. In 1972, Northwood Pulp bought control of Bulkley Valley Forest Industries from Consolidated-Bathurst Ltd. and the Bowater Corporation Ltd, which were incurring serious losses due to operational problems at its sawmill.

Northwood trimmed excesses that were contributing to the operation's troubles and production improved almost overnight. Northwood recognized the long-term and stable wood supply in the area and concentrated on developing the sawmill aspect of the complex.

The Northwood mill was taken over by Canadian Forest Products in late 1999 and became known as the Canfor mill.

Sources:
Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 20.

https://www.houston.ca/forestry

British Columbia Forest Products Limited (BCFP) was a forestry company that operated from 1946 to 1986 in British Columbia. BCFP expanded to include timber production, pulp and paper, veneer, plywood and transportation operations. For many years, it was considered to be the second largest forest company operating in British Columbia.

In January 1969, Noranda and Mead made a joint offer to acquire control of British Columbia Forest Products (BCFP). Mead already held an interest in this company and together the two companies had previously begun accumulating shares in the market. Noranda made a public offer to acquire 400,000 share (10.8%) of British Columbia Forest Products. The price was to one-half a share of Noranda plus $22.50 in cash. On the day prior to the announcement, the closing share prices of Noranda and BCFP were $35 and $31.25 respectively. This meant the offer was equivalent to $40 per BCFP share, a 28% premium.

At the time of the offer, Noranda and Mead each owned directly 427,700 share (11.5%). In addition, through Brunswick Pulp and Paper Company, a U.S. company, Mead also had a 50% interest in 1,000,000 shares. Noranda further announced that, upon completion of the offer, its holdings and those of Mead would be equalized. Following the offer, a voting trust agreement representing the combined holdings of the companies was made in favour of Northwood Pulp.

At the time of purchase, BCFP was contemplating a major expansion project at Mackenzie. This was later approved and production of a new pulp mill began early in 1973.

BCFP was purchased in 1987 by Fletcher Challenge Limited of New Zealand and merged with BC company Crown Forest Industries. Fletcher Challenge Canada Limited was thereby established with a sharpened focus on pulp and paper. In 2000, Norwegian paper company Norske Skog purchased all of Fletcher Challenge’s pulp and paper assets and the company name changed to Norske Skog Canada Limited. The size of the company doubled in 2001 with the acquisition of Pacifica Papers and the merged operation assumed the name NorskeCanada. In 2005 the business was renamed Catalyst Paper.

Sources:
Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 19-20, 90-92.

https://www.catalystpaper.com/about/history

B.C. Chemicals was established in 1966 in Prince George, BC to produce sodium chlorate for the pulp and paper industry and tall oil for soap manufacturers. BC Chemicals was owned 50% by Northwood Pulp and 50% by Canfor. At 1976, B.C. Chemicals operated two 20,000 tons per year plants.

In 2003, Canfor Corp. sold its BC Chemicals business for $117.3-million (U.S.) to a subsidiary of Chemtrade Logistics Income Fund. Canfor agreed to purchase most of the sodium chlorate produced by BC Chemicals for 10 years and pay for the processing of soap skimmings from its own pulpmills.

Sources:
Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 20, 66.

https://www.theglobeandmail.com/report-on-business/canfor-sells-chemicals-unit-to-chemtrade/article1164847/

Wire Rope Industries Ltd. (WRI) stemmed from Noranda Mines' interest in Canada Wire. In 1953 a wire rope division had been formed. In 1963, in order to broaden its base and acquire expertise, this interest was amalgamated with those of Bridon Ltd. to form WRI. Bridon took a 60% interest, Canada Wire 40%. Early in 1975, to provide the funds for the purchase of another plant in the United States, Noranda made an additional investment in WRI and its sister company Bridon-American Corporation to raise its holdings to 51.4% in both companies.

Both WRI and Bridon-American Corporation manufacture steel wire rope. WRI was the largest such manufacturer in Canada, while Bridon-American was the fourth largest in the United States. In 1982, WRI acquired one of its U.K.-controlled competitors, Martin-Black.

A subsidiary of WRI, Gourock Industries Ltd., manufactured synthetic rope and netting at a plant near Montreal.

Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 14-15, 58.

Canada Wire and Cable Company Ltd. was one of the largest manufacturers of electrical wire and cable in Canada.

Noranda Mines' entry into manufacturing occurred when it purchased a substantial interest in Canada Wire and Cable Company, Ltd. in 1930. This happened when Canada Wire decided to build a copper rod mill in Montreal adjacent to Noranda's new copper refinery. This mill was an important outlet for Noranda's copper production at the time.

Canada Wire then grew into the company's most important manufacturing enterprise, and several other interests were developed out of it. Since 1950, Canada Wire's growth occurred through a combination of new plant construction and acquisitions. Canada Wire operated over 11 plants and 7 warehouses across Canada.

In additional to its substantial growth in Canada, starting in 1961 Canada Wire began to make foreign investments. These usually involved the company providing financial and technical assistance in return for a minority interest. Canada Wire started with investments in Central and South America, and later held interests in ten different countries.

Canada Wire also had a fertilizer division at Belledune, New Brunswick. This plant, with a capacity of 220,000 tons per year of diammonium phosphate, was acquired through the refinancing of Brunswick Mining and Smelting. The principal raw materials were sulphuric acid, which was obtained from Brunswick, and phosphate rock which was brought from Florida.

Besides its operating divisions, Canada Wire also had investments in several companies primarily involved in research and development activities.

Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 14-15, 54-55.

Noranda Metal Industries was the successor to Noranda Copper and Brass and Noranda Copper Mills. It produced copper and copper-based alloy products in the form of sheet, strip, rod and tube in three plants across Canada. Its principle markets were the automobile industry and the house construction industry. The company consumed significant quantities of copper and lesser amounts of other metals such as zinc. In 1974, it reported that in excess of 54,000 tons of metal were processed.

In addition to its operations in Canada, Noranda Metal Industries owned two plants in the United States, one of which closed circa 1975, and another which had an interest in a mill in Colombia. In an effort to reduce its dependence on the highly cyclical copper and brass business, Noranda Metal Industries constructed a $23.5 million plant at Arnprior, Ontario to produce zirconium alloy sheathing and pressure tubes for use in nuclear reactors. The plant was built in anticipation of a rapidly-growing requirement for those products as Canadian utilities, particularly Ontario Hydro, would be accelerating their nuclear power construction programmes. Zirconium tubes were sold directly to utilities for use in conducting steam from the reactors, and to fuel cell manufacturers such as General Electric and Westinghouse Electric.

Source: Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. pp. 56-57.

Noranda Sales Corporation Ltd. was responsible for marketing the metals and minerals from Noranda's own operations, its associated companies and 25 other Canadian companies. The products sold included copper, zinc, molybdenum, lead, silver, gold, selenium, tellurium, fluorspar, cadmium, bismuth, sulphuric acid, phosphate fertilizers, potash, and copper sulphate. These sales were conducted internationally.

In 1974, the total value of its transactions amounted to about $1.5 billion from 23 products in 45 countries. The company had a 50% interest in Rudolf Wolff and Co., a charter member and the largest metal broker at the time on the London Metal Exchange.

Source: Royal Commission on Corporate Concentration, Noranda Mines Limited: A Corporate Background Report. 1976. p. 49.

Fyfe Lake Sawmill, also referred to as Fyfe Lake Fir, operated at Fyfe Lake, 32 km Southwest of Prince George near West Lake Provincial Park, during the 1950s. The lumber company was owned and operated by the Bachand Family, primarily Henri Bachand, and produced lumber for domestic sale. The sawmill closed sometime in the early 1960s and many families, who had developed a small community at Fyfe Lake, moved into Prince George and the surrounding area.

Canadian Pacific Railway was founded in 1881 to link Canada's populated Eastern centres with the vast potential of its relatively unpopulated West. On Nov. 7, 1885, the Eastern and Western portions of the Canadian Pacific Railway met at Craigellachie, B.C., where Donald A. Smith drove the last spike. The cost of construction almost broke the Canadian Pacific Railway Company, but within three years of the first transcontinental train leaving Montreal and Toronto for Port Moody on June 28, 1886, the railway's financial house was once again in order and CPR began paying dividends again. By 1889, the railway extended from coast to coast and the enterprise had expanded to include a wide range of related and unrelated businesses.

CPR had been involved in land settlement and land sales as early as September 1881. The company also erected telegraph lines right alongside the main transcontinental line, transmitting its first commercial telegram in 1882. The same year also marked CPR's entry into the express shipment business, with the acquisition of the Dominion Express Company. CPR started building some of its own steam locomotives as early as 1883 and would later build its own passenger cars, making it second only on the continent to the Pullman Company of Chicago, Illinois.

With the outbreak of World War II, the entire Canadian Pacific network was put at the disposal of the war effort. On land, CPR moved 307 million tons of freight and 86 million passengers, including 280,000 military personnel. At sea 22 CPR ships went to war where 12 of them were sunk. In the air, CPR pioneered the "Atlantic Bridge" – a massive undertaking that saw the transatlantic ferrying of bombers from Canada to Britain.

In the 1950s, CPR chief Norris R. Crump repatriated the company, putting a majority of shares back in the hands of Canadian stockholders. He also presided over complete dieselization of the company's fleet of locomotives and managed a huge expansion into non-transportation sectors, setting up Canadian Pacific Investments in 1962.

Today, CPR's 14,000-mile network extends from the Port of Vancouver in the Canada's West to The Port of Montreal in Canada's East, and to the U.S. industrial centers of Chicago, Newark, Philadelphia, Washington, New York City and Buffalo.

BC Rail - known as the British Columbia Railway between 1972 and 1984 and as the Pacific Great Eastern Railway (PGE) prior to 1972 - was a railway that operated in British Columbia between 1912 and 2004. It was a class II regional railway and the third-largest in Canada, operating 2,320 km of mainline track. Primarily a freight railway, BC Rail also offered passenger service, as well as some excursion services, most notably the Royal Hudson excursion train. Its operations were owned by the public as a crown corporation from 1918 until 2004, when the provincial government leased operations for 999 years to CN Rail.

The Pacific Great Eastern Railway (PGE) was incorporated on February 27th, 1912. The primary goal of the PGE was to complete a rail line heading north from Vancouver to Prince George where it would connect with the Grand Trunk Pacific Railway (GTPR). The PGE was privately owned until 1918 when it encountered financial difficulties and was taken over by the British Columbia Government as a Crown Corporation. By 1921 the railway had expanded to a point north of Quesnel but was still 80 miles south of the connection at Prince George. There were no large urban centers on the rail line during this time and it was primarily used for logging and mining operations from British Columbia’s interior to Squamish. In 1949 the PGE began to expand and on November 1st, 1952 the PGE completed a junction with Canadian National Railway in Prince George. On August 27th, 1956 the PGE completed a line between Squamish and North Vancouver thus completing its original goal of a rail line from Vancouver to Prince George. In 1958 the PGE reached Fort St. John and Dawson Creek to meet with the Alberta Railways, and on September 10th, 1971 a rail line was largely extended to connect Fort St. John to Fort Nelson. In 1972 the Pacific Great Eastern changed its name to British Columbia Railway (BCR).

The Pacific Great Eastern Railway (PGE) was incorporated on February 27th, 1912. The PGE goal was to complete a rail line heading north from Vancouver to Prince George where it would connect with the Grand Trunk Pacific Railway (GTPR). PGE was privately owned until 1918 when it encountered financial difficulties and was taken over by the British Columbia Government as a Crown Corporation. By 1921 the railway had expanded to a point north of Quesnel but was still 80 miles south of the connection at Prince George. There were no large urban centers on the rail line during this time and it was primarily used for logging and mining operations from the British Columbia interior to Squamish. In 1949 PGE began to expand, and on November 1st, 1952 PGE completed a junction with Canadian National Railway in Prince George. On August 27th, 1956 PGE completed a line between Squamish and North Vancouver completing their original goal of a rail line from Vancouver to Prince George. In 1958 PGE reached Fort St. John and Dawson Creek to meet with the Alberta Railways. On September 10th, 1971 the largest construction that was undertaken opened a line between Fort St. John to Fort Nelson. In 1972 Pacific Great Eastern changed their name to British Columbia Railway (BCR).

Canadian National Railway (CN) was incorporated as a Crown corporation on the 6th of June 1919. It is the longest railway system and the only transcontinental railway in North America. Canadian National originated from five railways: the Grand Trunk Railway, the Intercolonial Railway, the Canadian Northern Railway, the National Trans Continental Railway, and the Grand Trunk Pacific Railway (1917-1923). The conglomeration came about after a Royal Commission was called in 1917, which recommended the nationalization of all the railways except the Canadian Pacific Railway. During the depression of the 1930s there was a loss in traffic volume partially due to highway and air traffic increases, which led to a decrease in wages and employment. From the 1950s to 1960s, Canadian National began to modernize and converted to diesel locomotives and electronic signaling. The head office was also moved to Montréal. By 1989 Canadian National divested its non-rail business and abandoned thousands of kilometers of track, networks, and branch lines across the country to become a primarily freight rail company. In 1995 Canadian National was privatized and many of its shares purchased by American investors; however, the headquarters remained in Montréal to ensure that Canadian National remained a Canadian corporation.

In November 1944, the Canadian Department of Transport granted a license to operate a radio station to brothers Cecil and Frank (Tiny) Elphicke of CKPG Radio Limited. Land was purchased in May 1945 for the transmitter site near the Hudson Bay Slough in Prince George. Construction of the transmitter began in August, and Radio Station CKPG Limited was incorporated and capitalized at $25,000 (2500 shares at 10.00 per share). CKPG signed on the air on at 5:00 p.m. on 8 February 1946, operating on 1230 kHz. Studios were in Ritz-Kiefer Hall on George Street and the 250-watt transmitter was at South Fort George. CKPG was a CBC Trans-Canada affiliate, with an original staff of Cecil Elphicke (Managing Director), Ray Tate (Engineer) and Jack Carbutt (announcer). Bob Harkins began as a copywriter at the station in 1954. Three years later, at age 26, Harkins was appointed general manager and president of the station. On 20 August 1959, CKPG-TV began broadcasting on Channel 2.

The CKPG-TV station began operations on August 20, 1961, with a power output of 8,300 watts. It was co-owned with the local radio station of the same name, and was a CBC affiliate from its inception. The station's president and general manager, Bob Harkins, was one of the first people to appear on air.

In 1965, the station put a re-broadcaster in Quesnel into operation on channel 13. In April 1969, both the CKPG radio and television stations were purchased by Vancouver's Q Broadcasting Ltd., owners of CHQM in Vancouver.

In 1973, Gord Leighton became the new general manager of both stations and by 1985, the station had six rebroadcasting stations (including three owned by the CBC) in operation in Hixon, Mackenzie, Quesnel, Vanderhoof, Fort Fraser and Ft. St. James.

In 1988, the Canadian Radio-television and Telecommunications Commission (CRTC) renewed the network licence for CKPG-TV and CFTK-TV Terrace, which allowed the two CBC affiliates to use the Corporation's microwave equipment to transfer syndicated programming, when it wasn't being used for CBC programming.

On 11 October 1990, Radio Station CKPG Limited and its CKPG Television subsidiary were sold to Monarch Broadcasting Ltd.
On December 21, the CRTC approved the buyout of Monarch Broadcasting by the Jim Pattison Broadcast Group, a division of the Jim Pattison Group, which included CKPG-TV and its retransmission stations.

At noon on 30 May 2003, news-talk format CKPG-AM became classic-rock format CKDV-FM “The Drive”.

During a conversation in 1996, Eve Pankovitch and David Kerr, employees at UNBC, expressed to each other their concern regarding the absence of art on campus. A few months later they founded the Arts Council of UNBC and set out to respond to the need for art, including musical, visual, literary, performing and conceptual forms, on campus and to foster a relationship with the arts community in Prince George and the region. Since 1996, the Arts Council has initiated and collaborated on many projects including art exhibitions, talks by art professionals, University art acquisitions, poetry readings and musical performances.

The UNBC President's Council is comprised of all of the University's senior administrators.

The Métis are one of the Aboriginal peoples in Canada who trace their descent to mixed First Nations and European heritage. The term was historically a catch-all describing the offspring of any such union, but within generations the culture syncretised into what is today a distinct aboriginal group, with formal recognition equal to that of the Inuit and First Nations. At one time there was an important distinction between French Métis born of francophone voyageur fathers, and the Anglo-Métis or Countryborn descended from Scottish fathers. Today these two cultures have essentially coalesced into one Métis tradition.

Almost 400,000 people self-identify as Métis in Canada. The Supreme Court of Canada outlined three broad factors to identify Métis rights-holders: self-identification as a Métis individual; ancestral connection to an historic Métis community; and acceptance by a Métis community.

The UNBC Senate is a UNBC governing body and an academic authority for the institution.

The Senate is composed of:
(a) The Chancellor;
(b) The President, who shall be chair;
(c) the Provost;
(d) the Vice President, Research;
(e) the Director of Continuing Studies;
(f) the Deans of Colleges;
(g) the Dean of Graduate Programs;
(h) the University Librarian;
(i) 9 students;
(j) 4 Regional Representatives;
(k) 18 faculty members;
(i) 8 from the College of Arts, Social and Health Sciences,
(ii) 8 from the College of Science and Management,
(iii) 2 elected at large by all faculty members and librarians;
(l) 4 Lay Senators;
(m) 1 member to be elected by the governing body of Wilp Wilxo’oskwhl Nisga’a (WWN)

Strathcona, located in the heart of Vancouver Island, was British Columbia's first provincial park, created on March 1, 1911.

BC Parks is responsible for the designation, management and conservation of a system of ecological reserves, provincial parks and recreation areas located throughout the province. British Columbia’s parks and protected areas contain nationally and internationally significant natural and cultural features and outdoor experiences. The provincial system of parks is dedicated to the protection of natural environments for the inspiration, use and enjoyment of the public. Their mission statement is as follows: “Our parks, protected areas and conservation lands are a public trust. As such, our mission is to protect representative and special natural places within the Province's Protected Areas System for world class conservation, outdoor recreation, education and scientific study.”

The main function of the Task Force to Review Northern Post Secondary Education was to listen to the public and educators within the northern regions regarding the regional delivery of UNBC programs. At the time, people from across Northern BC were concerned that UNBC would be limited to Prince George operations, and would not represent or serve other regions of Northern BC. The Task Force met with 350 people through visits to Prince Rupert, Kitimat, Terrace, Hazelton, Smithers, Burns Lake, Vanderhoof, Quesnel, William's Lake and Dawson Creek. Telephone calls and letters resulted in further input. During the formal presentations and general discussion held throughout the four northern college regions (Northwest, College of New Caledonia, Northern Lights, and Cariboo College) the residents expressed tremendous support for UNBC. During each meeting, there was a range of expectations regarding program delivery. There were, however, themes common to all meetings, including : that UNBC plan for regional programs and services at the same time as the Prince George campus ; that there be more regional representatives in the governing council of UNBC ; and that UNBC develop innovative, non-traditional approaches to delivery systems, administrations, and educational partnerships in order to meet the needs of northern communities. The paper was submitted to Ministry of Advanced Education, Training and Technology 31 March 1992. UNBC issued a response 6 April 1992

The original Connaught School, located on the corner of Queensway and 15th Avenue, was built in 1915 as a two-room high school and operated until 1951 when it burned down. In 1953 it was reopened in a new, modern building on "one of the finest natural school sites in existence". The school was renamed Ron Brent Elementary in 1978 following the death of Mr. Brent who had taught in the school for 28 years. In the 1998-1999 school year the building was completely renovated and was officially reopened in the fall of 1999. Today it again stands as one of the finest facilities in the Province and the centrepiece of a re-emerging community. The "fine school spirit" of the old Connaught Elementary School remains today in the new Ron Brent school. Demographics: The population of Ron Brent Elementary, once as high as 600 students, is now in the range of 200-225 students.

The Prince George Oral History Group is made up of volunteers from the community interested in collecting and preserving the memories of older citizens from the Prince George area. In addition to conducting oral history interviews and transcribing the tapes, the Group promotes the oral history process by training people in the practical, legal and ethical aspects of oral history.

Audio cassettes and transcripts of oral histories are deposited at the UNBC Archives as well as in other locations in the city of Prince George. This is an on-going project. Some of the interviewing is conducted in conjunction with the Prince George Retired Teachers Association.

The traditional territory of the Takla Lake First Nation is located in North Central British Columbia, and totals approximately 27,250 square kilometres. The territory is a rich environment of lakes, rivers, forests and mountains, bordered on the west by the Skeena Mountains and on the east by the Rocky Mountains. Today, the Takla Lake Nation is an amalgamation of the North Takla Band and the Fort Connelly Band, a union which occurred in 1959. Their traditional lands are the geographic area occupied by their ancestors for community, social, economic and spiritual purposes. Carrier and Sekani place names exist for every physical feature and place that they occupied. Each name reflects the significance of the feature or site and today provides them with historical information to the rich history and extensive knowledge of the land and resources owned by the Takla people. (for more information see http://www.taklafn.ca/nation/31/home )

The Legion is a non-profit, dues-supported, fraternal organization with approximately 1,600 branches in Canada, the United States, Germany and The Netherlands. The Legion receives no financial assistance from any outside agency and membership is open to all Canadian citizens and Commonwealth subjects who subscribe to the purposes and objects of the organization.

From the time of its formation in 1926, the Legion has focussed its efforts on the fight to secure adequate pensions and other well-earned benefits for veterans and their dependants. Acting as an advocacy agency on veterans' behalf, the Legion deals directly with the Federal Government to ensure ex-military personnel and their dependants are treated fairly.

The Royal Canadian Legion has also assumed a major responsibility for perpetuating the tradition of Remembrance in Canada. Each year the Legion organizes and runs the National Poppy and Remembrance Campaign to remind Canadians of the tremendous debt we owe to the 117,000 men and women who have given their lives in the defence of Canada during two world wars, the Korean War and other military missions around the world. Contributions made during the campaign are used to assist needy veterans, ex-service members and their families.

The Legion also supports programs for seniors, particularly through direct community-level activities, the Legion Long term care Surveyor Program and a housing program. The Legion's Youth program provides scholarships and bursaries, sports programs and support to activities such as cadets, scouts and guides.

The Mission of The Royal Canadian Legion is to serve veterans and their dependents, promote Remembrance and act in the service of Canada and its communities. As well, The Royal Canadian Legion has a strong and continued commitment in promoting Canada's contribution to world peace, the protection of Canadian sovereignty and the preservation of national unity.

The Royal Canadian Legion, formed in 1926, is a non-profit, membership supported fraternal organization. It originally served as a place of camaraderie, support and advocacy, assisting returning military personnel to ease the transition from war to civilian life. Since that time the Legion has evolved into a community service organization serving veterans, ex-service personnel and their families, the new military, as well as seniors and youth.

BC/Yukon Command of The Royal Canadian Legion with 153 Branches, over 90 Ladies Auxiliaries and almost 70,000 members, receives no government funding. BC/Yukon Legionnaires and members of the Ladies Auxiliary contribute millions of dollars to communities every year. These funds are raised through membership drives, fundraisers, donations and sporting and social activities held at Legion Branches and in the community.

BC/Yukon Command also works in partnership with a multitude of government and community, health, social and educational agencies in the design and support of unique programs which will improve the quality of life of others, including Canadian Forces Members, Veterans and Seniors, Youth, and Community Citizens. The BC/Yukon Command also established a Legion Foundation which accepts charitable donations and bequests for: geriatric medical research and bursaries; affordable assisted living facilities; youth leadership and development; and a wide range of health and social services in the community.

(Excerpt taken from http://www.bcyuk.legion.ca/home/about-us/about-us )

In 1979, Alcan announced that they would use the rest of the water that the 1950 Agreement decreed the Company could use and they applied to the Utilities Commission for an Energy Project Certificate to start Kemano II. This declaration led to a legal skirmish between Alcan and Fisheries and Oceans Canada (DFO) over the potentially hazardous water levels for the migrating salmon. The issue was resolved with the 1987 Settlement Agreement signed on September 14th between Alcan, the Government of British Columbia, and the Federal Government, which confirmed that the Company had the legal right to use more water from the Nechako River. However, Alcan agreed to give up water rights to the Nanika River and the Cheslatta River while setting up a program to keep an eye on the fish habitats. This agreement resulted in the Kemano Completion Project (KCP), which was a scaled down version of Kemano II. In 1989, a Collective Labour Agreement was signed between the Allied Hydro Council and the Kemano Completion Project Employers’ Association, signifying the launch of KCP.

The project had an initial estimated cost of $800 million and would increase Kemano’s power generating capabilities by 75 percent. It consisted of five components: building a cold water release facility at Kenney Dam to increase chances of survival for Chinook and sockeye salmon; dredging the Tahtsa narrows an increase water-flow through the Nechako Reservoir; installing four more generators in Kemano; building another 68 km transmission line between Kitimat and Kemano; and building an additional 16 km power tunnel parallel to the existing tunnel through Mount DuBose.

However, not all British Columbians were ecstatic about the KCP. Some of the major opponents to this project were environmentalists, the fishing industries, wildlife activists, and First Nations peoples such as the Haisla and Carrier-Sekani Tribal Council. Some of the environmental groups included “A River Forever” and “Rivers Defence Coalition”. An organization called “Save the Bulkley” was formed by residents from Smithers, Telkwa, and Quick areas to oppose the KCP.

On June 16th, 1992, Premier Mike Harcourt commissioned Murray Rankin and Arvay Finlay to create a report on the KCP, “Alcan’s Kemano Project: Options and Recommendations”. This report was completed in October of that year and recommended that the Government of British Columbia conducts a public review on the KCP. Thus, the British Columbia Utilities Commission public review of the KCP was initiated in January of 1993. That same year, Alcan told the provincial government that they were short of $350 million in their estimated cost for KCP and would need more power revenues. Two years later, on January 23rd, Premier Harcourt decided to cancel KCP.

In 1956, after the birth of the Canadian Labour Congress (CLC) by a merger of two previous labour congresses, negotiations began between the CLC and the Co-operative Commonwealth Federation (CCF) to bring about an alliance between organized labour and the political left in Canada. In 1958 a joint CCF-CLC committee, the National Committee for the New Party (NCNP), was formed to create a "new" social-democratic political party, with ten members from each group. The NCNP spent the next three years laying down the foundations of the New Party. During this process, a large number of New Party Clubs were established to allow like-minded Canadians to join in its founding, and six representatives from New Party Clubs were added to the National Committee. In 1961, at the end of a five-day long Founding Convention which established its principles, policies and structures, the New Democratic Party was born and Tommy Douglas, the long-time CCF Premier of Saskatchewan, was elected its first leader.