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Termont Montreal Inc_Accessibility Plan_MAY.2026
Termont Montréal Inc. (“TMI”) is an essential pillar in container terminal operations and a key gateway for world trade, proudly located in the heart of the Port of Montréal. With more than 35 years of experience and annual capacity of over 1,000,000 TEUs, TMI operates the Viau Terminal at Section 52 and the Maisonneuve Terminal at Section 68, supported by seven post-Panamax cranes, direct connectivity to Class 1 railways, and access to major motorway links. TMI provides the people, technology, and operational expertise responsible for ensuring the safe, efficient, and reliable movement of containerized cargo through Montréal’s transportation network.
Through personalized customer service, real-time container tracking, strong productivity, and year-round 24/7 operations, TMI plays an important role in maintaining supply chain fluidity for customers, carriers, logistics partners, and the broader community. Its experience and leadership in marine terminal operations are fundamental to supporting trade, transportation, and economic activity across the communities it serves.
As a federally regulated company in the transportation sector, TMI is governed by the Accessible Canada Act (ACA).
The ACA is a federal law enacted by the Canadian government in 2019 to promote and ensure equal access and inclusion for persons with disabilities. The ACA applies to all federally regulated entities, including companies, organizations, and government agencies.
Per the Act, all federally regulated entities must:
Our Accessibility Plan must be reviewed in its entirety and published every three years.
Overall, the Accessible Canada Act represents a significant step towards creating a more inclusive and accessible society for all Canadians, including those with disabilities. By complying with these requirements, Western Stevedoring can help ensure that we are providing equal access and opportunities to all members of society.
The Plan outlines how we will identify, remove and prevent barriers in the following priority areas:
HR Business Partner
450, rue de Boucherville, Montréal (Qc) H1N 0C6 Canada
TMI is committed to providing an open and transparent feedback process. For more information, to provide feedback, or to request alternative formats of this Plan, please contact SSA Marine through one of the following methods:
TMI’s Accessibility Plan are available in the following formats:
A Braille copy of TMI’s Accessibility Plan may be requested:
Termont Montréal Inc. (TMI), values diversity, equity and inclusion (DEI) in the workplace and strives to continue to build on and create a welcoming and accessible environment for all employees.
TMI has begun reviewing its employment practices to better understand how accessibility is currently addressed across the organization. Accessibility considerations are addressed as needs arise, allowing for a flexible and responsive approach to supporting employees and candidates.
There is an opportunity to further formalize these practices to better support candidates and employees with disabilities throughout the employment lifecycle. Termont Montréal Inc. has demonstrated a strong willingness to build on its current efforts and continue advancing accessibility in the workplace.
Our Accessibility Goal:
Ensure all people can move freely around federal buildings and public spaces.
Termont Montréal Inc. has taken steps to better understand how its physical spaces support accessibility by conducting a review of its built environment. Many foundational building features are in place, providing a base level of accessibility for employees and visitors across the facility.
As part of this review, opportunities were identified to further strengthen accessibility in areas such as navigation, shared workspaces, lighting conditions, and meeting spaces. This work provides a clear foundation for future improvements and supports the integration of accessibility considerations into ongoing facility planning and upgrades.
Ensure accessible digital content and technologies
Termont Montréal Inc. provides public-facing information through its website, including details about its services and contact options. The site incorporates some accessibility-focused practices, such as descriptive link text and a clear navigation structure, which help support usability for individuals using assistive technologies.
At the same time, there are opportunities to build on this foundation. Areas such as alternative text for images, heading structure, form labels, and keyboard navigation could be further refined to improve access for a broader range of users. Overall, the current approach reflects a positive starting point and offers a clear path for continued improvement as accessibility is further integrated into digital practices.
Ensure barrier-free services and spaces for persons with disabilities. This includes the use of American Sign Language, Quebec Sign Language and Indigenous sign languages
Termont Montréal Inc. communicates with employees and external stakeholders through a variety of channels, including meetings, verbal interactions, written materials, signage, and other in-person communications. The organization has begun reviewing its communication practices to better understand how accessibility is currently considered across these channels, while continuing to use established methods to share operational and organizational information.
This review has highlighted opportunities to further strengthen accessibility, particularly by formalizing approaches to accessible formats, signage and wayfinding, and processes for requesting communication supports or accommodations. Termont Montréal Inc. has demonstrated a strong willingness to build on its current practices and continue enhancing inclusive communication across the organization.
Our Accessibility Goal:
Ensure the purchasing of goods, services and facilities is accessible.
Termont Montréal Inc. has started to explore how accessibility can be incorporated into its procurement practices and is identifying opportunities to strengthen this area. Current approaches to procurement support operational needs, with teams making purchasing decisions based on available processes and requirements.
As this work evolves, there is an opportunity to more consistently integrate accessibility into procurement systems, supplier selection, and evaluation processes. Establishing more standardized practices across teams will help support a more coordinated and inclusive approach. Overall, this early progress provides a strong starting point for embedding accessibility into future procurement decisions.
Our Accessibility Goal:
Ensure Canadians receive services that are accessible to all.
Termont Montréal Inc. provides marine terminal and container handling services to shipping partners and others in the logistics and transportation sector. These services are delivered through established day-to-day processes and regular interactions with partners, contractors, and individuals accessing the terminal.
The organization has started to consider how accessibility fits into how services are designed and delivered. While current processes support consistent service delivery, there are opportunities to build in accessibility more intentionally to better support a wider range of users. This creates a good starting point for continuing to improve how services are delivered in an inclusive way.
Transportation is not a core part of Termont Montréal Inc.’s operations, and the organization does not provide transportation services for employees, candidates, or the public. Most individuals access the site independently or through external providers. While this limits direct control over transportation accessibility, there is still an opportunity to support access by sharing clear information and being responsive to individual needs where possible.
As part of the accessibility planning work under the Accessible Canada Act, the BCMEA engaged subject matter experts on behalf of participating waterfront employers to help develop an accessibility audit tool. The subject matter experts included Adaptability Canada, the BC Centre for Ability, and Meaningful Access Consulting.
Although Termont Montréal Inc. is located in Québec, it participated in this process through its partner company, SSA Marine, a member of the BCMEA. This allowed TMI to benefit from the broader waterfront accessibility consultation process and use the resulting tools and feedback to support its own accessibility planning.
The accessibility audit tool is intended to help employers review accessibility across the areas covered by the Accessible Canada Act and identify where barriers may exist. It is also intended to support a more consistent approach to accessibility across participating waterfront workplaces.
Employee feedback was gathered as a second part of the consultation process. Employees across the waterfront were invited to speak confidentially with an independent third party about their experience of accessibility at work. The two parts of the process, subject matter expert input and employee interviews, give employers both a structured assessment tool and direct feedback from employees.
The feedback suggests that participating employers have a foundation to build from. Employees pointed to supportive managers, responsive leadership, existing Health and Safety or hazard-reporting processes, and accessible features already in place at some sites. At the same time, employees identified areas where accessibility could be clearer, more consistent, and easier to access in practice.
The consultation process began with the development of an accessibility audit tool. The BCMEA engaged subject matter experts to support this work and to help ensure the tool reflected the main areas of the Accessible Canada Act, including employment, the built environment, information and communication technologies, communication, procurement, design and delivery of programs and services, and transportation, where applicable.
Through its partnership with SSA Marine, TMI participated in this broader process and was able to draw on the same accessibility audit framework and consultation findings to inform its accessibility planning.
Employees were then invited to participate in confidential interviews. The consultation was open to waterfront employees. Employees could book an interview by link, QR code, or email, and were told that accommodations were available when booking. Interviews were held virtually by Zoom. The opportunity to participate was shared by email and through workplace posters.
Participation was voluntary. Employees were told that their feedback would be anonymized, combined with feedback from other participants, and reported without identifying individual employees or distinguishing their employer.
The interviews focused on employees’ experiences of accessibility at work, including what is working well, where barriers may exist, and what would make accessibility more meaningful in practice. Disability was discussed broadly and included visible and invisible disabilities, physical disabilities, cognitive disabilities, neurodivergence, mental health-related disabilities, chronic conditions, temporary injuries, and recovery from illness or surgery.
Employment was the area where employees had the most feedback. Several employees described managers or leaders who were supportive and willing to help when concerns were raised. Existing Health and Safety or hazard-reporting processes were also identified as useful channels in some situations.
The main opportunity is to make support easier to find and navigate. Employees may not always know who to contact for ergonomic support, an accommodation request, temporary injury support, return-to-work needs, or other accessibility-related concerns. This can be especially difficult for new employees, hybrid workers, or employees working across more than one location.
Training and onboarding were also raised. Employees noted that long verbal explanations, slide decks, videos, and virtual onboarding sessions do not work equally well for everyone. More accessible options could include shorter sessions, practical demonstrations, written step-by-step guides, checklists, captions, and materials employees can return to later.
Employees also spoke about the need to better recognize invisible disabilities, including ADHD, neurodivergence, learning disabilities, and mental health-related needs. Some feedback also pointed to workplace culture as a barrier. The waterfront was described as physically demanding and, at times, shaped by toughness, hierarchy, confrontation, and seniority. While the industry has clear strengths, including teamwork, resilience, direct communication, and operational expertise, employees may be less likely to ask for support if they feel it will be viewed negatively.
Employees identified some physical access barriers, particularly in older facilities and secure access areas. Examples included heavy self-closing doors, stairs, wet or slippery surfaces, and entry points designed primarily around security requirements. These barriers can be difficult for employees with mobility limitations, employees recovering from surgery, or employees dealing with temporary injuries.
Employees also noted that some accessible features are already in place, including accessible parking, washrooms, ramps, and automatic door openers in some locations. The opportunity is to review whether these features are consistent across sites and whether employees can move through the workplace safely and independently from arrival to departure.
Digital tools were generally seen as useful, particularly for virtual meetings and training. However, employees noted that long virtual sessions, slide-heavy training, and passive video content can be difficult for some learning and attention needs.
Employers may want to consider more consistent use of captions, agendas, written follow-up, recordings or transcripts where appropriate, and accessible digital training materials. Clearer expectations around Teams and email may also help employees manage interruptions, response-time expectations, and focus time.
Employees identified a need for clearer communication about accessibility supports. Information about accommodation, ergonomic support, EAP or counselling resources, and accessibility contacts should be easy to find and written in plain language.
Employees should also continue to hear that accessibility includes more than physical disability. This includes invisible disabilities, temporary and episodic disabilities, neurodivergence, mental health-related disabilities, chronic conditions, and recovery from injury or illness.
Employees appreciated being asked for feedback. Reporting back on accessibility improvements would help show that feedback is being used and would support trust in the process.
Procurement did not come up as a standalone issue in the employee interviews. However, several findings have procurement implications. These include ergonomic equipment, accessible doors and access systems, accessible training tools, and counselling or employee support services that can meet a range of needs.
The accessibility audit tool can help employers consider accessibility earlier when purchasing goods, services, systems, and facilities, rather than addressing barriers after decisions have already been made.
No specific barriers were identified in this area during the employee consultation. The feedback received related to employees’ workplace experiences rather than customer-facing or client-facing programs and services.
No specific transportation-related barriers were identified during the employee consultation. Comments about parking, exterior routes, entrances, and movement through worksites are reflected under the built environment section.
Through its partnership with SSA Marine, [Company Name] participated in a broader waterfront accessibility consultation process that combined subject matter expert input with employee feedback. The audit tool gives employers a way to assess accessibility across the Accessible Canada Act areas, while the employee interviews provided insight into how accessibility is experienced in practice in waterfront workplaces.
To be added after once the DEI Council report is finalized.
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