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“scales of innovation”

employ. ability. Top five reasons to hire Waterloo: 1. Depth & Breadth of Talent Pool » With 105 programs of study in all academic disciplines, Waterloo co-op students have the skill and knowledge to meet your comprehensive employment needs in all areas of industry. Hiring a co-op student today contributes to your long-term talent management strategy; the short-term commitment allows you to nurture quality candidates in your recruiting


pipeline and assess future permanent hires. 2. World-Class Experience » Recognized as one of the top research universities in Canada, Waterloo has the largest co-op program on the planet, with students currently at work in 42 countries. Your talent management needs can be fulfilled with Waterloo students who have gained experience with world-class companies like Research In Motion, Google, Microsoft, Sun Life Financial, Deutsche Bank, and Amazon. 3. Streamlined Process » With over 50 years of experience, the Waterloo co-op process is streamlined and simple. A dedicated co-op representative who understands your employment needs will visit you each term to ensure satisfaction. 4. Freshness & Versatility » Youthful Waterloo brains are connected to current technology as they adapt, thrive, and grow with your organization’s success. Waterloo’s mandatory job-skill development courses prepare students to work independently and contribute immediately. 5. Year-Round Availability & Affordability » You can hire a student to begin work in January, May or September and have a talented new student every four months or, in some cases, extend the timeframe. Waterloo co-op provides a cost-effective method to fill your immediate business needs on a timely basis.

Google has an excellent relationship with UW, and co-ops have consistently been able to come in and hit the ground running in Google’s fast-paced environment. Even in short amounts of time, Waterloo co-op students make important contributions to Google’s products and culture while gaining incomparable real-world engineering experience. Steven Woods, Engineering Site Director, Google Canada

C O N T E N T S 2011 issue 05 Letter from the President 06 The “S” Word: Changing the Game - Simple Idea. big Change - Creating community that cares 10 A year in review 13 Pushing science forward 14 Surface Technology 17 Diagnosis: Success 18 LISTENING TO LIVING UNDERWATER 20 HOW TO SUCCEED IN INTELLECTUAL PROPERTY PATENTS









Publisher: AURP Canada Editor & Creative Director: Karalee Clerk, Footprint Communications Design: Ruth Demandt


Writers: Karalee Clerk, David Goldberg Copywriter: Karalee Clerk Photography: Hilary Camilleri

COVER “scales of innovation” cover artwork created by artist Ken Daley.

2011 Canada NOW magazine is an annual publication of AURP Canada. All rights reserved. Reproduction without written permission from AURP Canada is strictly forbidden. 3

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LETTER FROM THE PRESIDENT The power of Place Welcome to the second issue of Canada NOW magazine, the magazine of the Canadian Association of University Research Parks (AURP Canada). AURP Canada represents a collection of twenty-seven research parks across Canada, bringing together the collective interests of the parks, government, business and academia spanning the breadth of the country. The parks, organizations and individuals featured in this issue spoke with us from each coast and everywhere in between. Though each has a unique story to tell, there is a common element that is an important factor in their ability to accomplish: the absence of barriers between places of work and education and research. This free, open communication between partners helps to expedite their individual success and, even more than that, contributes to the needs of the nation.

His Excellency Governor General David Johnston recently spoke to our nation about the role Canada has to play in the world as a smart and caring nation. Part of getting there is putting talent to work in our country to improve the human condition here and elsewhere. Canada’s research parks provide an important contribution, creating powerful places that link work to education and research. Canada’s research parks have become hubs that attract and nurture brain power then bring it together with commercialization opportunities. The product is a combustion of ideas that are already improving Canadian quality of life and adding new chapters to Canada’s history. I hope you enjoy reading this issue and learning more about our nation’s research parks.

Carol Stewart President, canadian association of university research parks (AURP canada), David johnston research + technology park, university of waterloo 5

The “S” Word. Social Media. Social Philanthropy. Social Innovation. The turn of this century was marked by the smashing of traditional silos. Social media radically altered and increased communication beyond comprehension. Social philanthropy demanded we step out of a world of “me” into the world of “we” while social innovation integrated the greater good into profit-driven economics. Research Parks across the country have embraced “social” with wide-open arms and new ideas. It’s not hello to a new world, it’s welcome, and let’s get to work.


AgriTECH Park, Nova Scotia Agricultural College (NSAC), Bible Hill, Nova Scotia

Changing the game Early social media adopters have a definitive advantage over those taking their time getting into the game. They’ve learned a valuable lesson; not unlike any relationship-building effort, social media requires thinking about people and community first. When you understand that everything else comes naturally. Sarah Morris, Manager of Marketing Services at Nova Scotia Agricultural College (NSAC), is leveraging all the advantages social media offers for both the institution and its research park, AgriTECH. Morris’ work at the college encompasses brand development for the institution’s larger brand as well as sub-brands within the bigger picture. With an eye to creating a welcoming and engaging environment where sub-brands can coexist, social media provides a useful method to cement relationships in the academic, research-oriented world. Morris began integrating social media into her marketing mix more than two and a half years ago. She quickly realized social media afforded an incredible opportunity for unique two-way exchanges. She was able to connect with and learn more about her stakeholders, while they provided her with immediate feedback, increasing their own level of awareness at the same time. Morris learned that instant feedback allowed opportunity for success in the moment – creating a more “iterative dialogue.” Embracing the phenomena, Morris refused to listen to what many of her industry colleagues perceived as downsides. As Morris explains, “There was this overarching perception that as a non-consumer you had less power than before. What they failed to acknowledge was that the consumer had always had that power. They could always turn you off, or down, or simply ignore you. With social media, however, consumers had a brand new alternative to those choices – they could choose to respond to you. I saw that as a huge advantage.” “Approaching the medium with a listening ear, you discover the ability to have in-depth, drill-down conversations that give you the chance to better understand stakeholders,” continues Morris. “Before, you had no idea what your customer was doing or how you were doing with them. Social media lets you learn about your customers and engage them at a better starting place, creating a value-based versus productbased relationship. When that happens the real power comes to play. You build authenticity into consumer relationships, whereby if someone genuinely likes you, they tell someone else. The sheer volume of followers becomes an exponential marketing tool.” As it turns out, of course, the media also has its downsides, although perhaps not the ones naysayers predicted. What is an advantage can also be a disadvantage. The same viral nature that amplifies the positives of organizations can also quickly amplify the

negatives. Navigating a balance that keeps you from tipping into the abyss demands a level of accountability and continual dynamic interchanges. “You definitely have to have a bit of an appetite for some risk,” explains Morris. “You also have to get in and be engaged all the time. You have to strategically earn time in people’s lives by engaging them with interesting content. It’s important to respond equally to positive and negative feedback, while at the same time, try to respond to individuals rather than groups.” “Every brand will always have detractors. The best possible experience is to create such a positive environment that one of your stakeholders responds for you, defending the issue or supporting your stance. Now when that happens, have you ever achieved brand buy-in.” Social media also gives a clear sense of operating space. It creates a relationship with boundaries that can withstand some things and not others. This information provides opportunities to play with the right topics or pertinent issues that impact the moment. Dialogues can point the way forward or the way out.

“Social media lets you learn about your customers and from there, engage them at a better starting place...”

Currently, Morris uses social media for messaging, program-based marketing, fundraising and campaigns for the institution and the park. Social media provides her a cost-effective way to send different messages to different customer targets with pinpoint accuracy. As part of a more comprehensive strategy, those efforts are rapidly becoming an important path for sales, promotions and awareness. “Social media demands an honest voice; it doesn’t tolerate anything less. We’re still cutting our teeth and trying different things, but we know unequivocally that social media is a part of the media mix that is going to stay. I also know one thing for certain – social media is a game changer.” Sarah Morris is certainly on to something. KC


MaRS Discovery District, Toronto, Ontario

Simple Idea. Big Change. MaRS Discovery District, a Convergence Innovation Centre, has executed a simple idea designed to create big change. Working in a collaborative partnership with The J.W. McConnell Family Foundation, the University of Waterloo, the MaRS Discovery District, and the PLAN Institute, they have formed a collective that marries social innovation with entrepreneurial mindset. It’s been coined Social Entrepreneurship, and it involves a new approach to business.

“a solution doesn’t rest with one sector”

At its simplest, successful social innovation uses new ideas to address old social problems, resulting in genuine change. Social entrepreneurship pushes that model a step further by taking advantage of business, technology and entrepreneurial opportunities.

Allyson Hewitt In 2007, Isle Treurnicht, CEO of MaRS, and John Evans, President Emeritus of the University of Toronto, were approached by the McConnel foundation, the largest family foundation in Canada. The foundation had taken note of the work happening at MaRS and thought it would be the optimal place to develop a framework for social entrepreneurship. The ultimate goal was to support whole system change by altering the broader economic, cultural and policy context in Canada to allow social innovations to flourish. Treurnicht and Evans agreed such a partnership made sense, and MaRS was funded for a five year proof of concept initiative. Allyson Hewitt, Director of Social Entrepreneurship, SiG@MaRS, was brought in at inception to create a program and execute a plan that would realize the vision. The timing for the initiative was perfect. Historically, when Canadians had a social problem they went directly to the government to ask for help to fix the situation. Today, there is a broad understanding that we need to do a better job with our country’s social problems, apart from looking to government for answers. Canadians expect to play an active role in generating solutions. 8

As Hewitt explains, “We are all very conscious that we live in a different world. There is a groundswell for organizations to make impact that goes beyond bottom line dollars. Simultaneously, people entering the workforce want to make money yet also make a difference, whether in their own company or working for others. While today’s workers use their skills and education to earn a living, they expect to live their values and address solutions to social issues. The question is – how do you do all of this?” Hewitt invested many hours speaking with individuals in the social sphere to find out what their challenges were and what was working for them. She also met with organizations interested in making a difference that were looking to do more than just write a cheque.

Equipped with what she learned from her conversations, the collective knowledge found at MaRS, and her own expertise, she crafted a blueprint for a social innovation centre with a unique philosophy that incorporated people’s desire to be part of the solution. That philosophy also happened to dovetail with the ultimate goal for social entrepreneurs: to recognize social problems and use creative approaches to design, establish and manage ventures to make social change and also achieve a positive economic return. “I think we have all come to realize that a solution doesn’t rest with one sector alone,” she notes. “Business, government and academia have to come together to find a space to tackle social issues together and find ways to do things differently.” “MaRS integrates social entrepreneurs into our mission, which makes us unique among innovation centres around the world. It’s absolutely the right thing to do, applying the best minds to these seemingly intractable social challenges.” It seems at MaRS big change isn’t just simple, it also makes sense. KC

David Johnston Research + Technology Park, University of Waterloo, Waterloo, Ontario

Creating community that cares When Carol Stewart was hired to develop and manage the David Johnston Research + Technology Park, she knew she had an important role to play as the park grew. She was charged with developing the personality of a brand new community. As park tenants moved in, Stewart got to know them, then found ways to connect them to each other for their mutual benefit. When networks began to grow and flourish, she saw that the type of community emerging was not only tight-knit, but supportive and encouraging of each other. She realized there was an opportunity to expand on the natural collegialities developing to foster a special kind of community, one that could have an impact and extend its collective reach to make good happen in the greater community. With a personal affinity for charitable causes, Stewart already knew the difference one person could achieve. The amount of difference the park’s population could make was an exciting proposition. As she mulled over how to move the park toward a collective effort, she continued to support and encourage philanthropic efforts that were starting to happen within the organizations in the park.

“When you work in an amazing environment, it only feels natural to find ways to give back to it.”

It was providence when one of the park’s tenants, Jeff Ohlhausen of Open Text, approached Stewart in 2007 with his idea for a park event. He suggested the park as a whole could host a golf tournament, with the proceeds dedicated to charity. She loved the concept. “Jeff’s idea happened just at the right time,” explains Stewart. “I was looking for a vehicle to create conversations among park organizations and benefit the region. A golf tournament was spot on. We put together a committee comprised of membership across the park and set to work.”

larger charitable organizations. It made sense to consider an umbrella group to help us out. That lead us to the KitchenerWaterloo Community Foundation (KWCF).” Stewart got in touch with KWCF CEO, Rosemary Smith, and proposed the idea for a park fund. Stewart and the group learned that if they went direct with KWCF and set up their own endowment fund, although it would take longer to raise the principal, it would mean a long-term permanent commitment. With KWCF also managing the administration and application process, it meant the committee could focus on the big picture and what they wanted to do, raise funds. With an original target of $50,000, the park reached their goal in 2011 and have since begun dispersing funds. Stewart was happy, but not surprised, at how quickly the park realized its goal. “The park participants always step up to the plate no matter what the activity. In addition to the R+T Park Fund, they continue to run their own philanthropic activities within their own organizations and participate in other soft drives. We have a variety of events aside from the tournament that constantly keep the tenants in the park doing more,” continues Stewart. “This region is very supportive of the tech sector. When you work in an amazing environment, it only feels natural to find ways to give back to it.” KC

Working with the committee, Stewart had to help guide the group in determining where their collective efforts would go. They knew they wanted the money to stay in the community, to focus on children, and to go to organizations that were well-known in the area and to the park. They made an open call to the charity world, and when news hit the streets, they were flooded with interest. “We quickly realized that although we didn’t want to say no to anyone, we needed to manage things. We took a closer look at the charities and learned that many received funds from 9

Elizabeth Cannon, Innovation Park, Calgary, Alberta

A year in review University of Calgary President, Dr. Elizabeth Cannon, has a long history with the university, first as a student then later as a faculty member, Dean of Schulich School of Engineering. Inspired by the energy and talent of students, faculty and others on campus, Cannon speaks candidly about her impressions from her first year as President.

Filling in gaps …

What comes to the table… There is no question that I brought a different blend to my administrative roles as a Dean and now as President. My business experience equipped me with an acute appreciation of business components. I tend to approach projects with the attitude that I must be relevant, organized and at all times – deliver.

Public challenges and private commitments… A curiosity-fuelled journey to now…

As a publically funded institution, we live in the crosshairs.

I went from my first degree straight into the workforce. I was fortunate to gain exposure to what was then a very new technology, Global Positioning Software (GPS). I was fascinated with it. No one knew quite what to do with it at first, but I knew it would revolutionize the world. I wanted to get back to graduate work simply to learn enough to accomplish even more with this technology.

Being located in the energy capital of Canada, we are particularly responsible when it comes to energy and sustainability issues. As an academic entity, it is imperative we model ourselves as a leader in action, with long-term vision. Bottom line: If we want our students to think as leaders, we have to act as leaders. We have to build in structures that tackle modern challenges and the top-of-mind dynamics of right now.

I never intended to stay in academia postgrad, but NSERC launched a new program to encourage more women into the faculty. I was nominated and succeeded in getting a slot. I tried it out, loved it and stayed. Anyone who has worked at or spent time at a university will know that it is an exciting and stimulating place, but it also turned out to be the both of best worlds. I got to be part of a world class team doing leading-edge research, and I helped shape research programs that better connected academia to industry.


Inside our campus, we recently filed a Climate Action Plan committing to dramatically reduce our CO2 emissions. We intend to reduce our gases 45% by 2015 and 80% by 2050. This is one part of a bigger picture of campus initiatives focusing on operations including recycling, transportation co-generation and other energy saving efforts. We are sending an important message, loud and clear. We are doing.

What has happened over the last decade was a huge expansion within the universities. This has certainly paid dividends in terms of driving innovation, but what still remains a challenge is linking investment into university research around outcomes that will grow our economy. There is a general recognition amongst stakeholders that we need to develop better mechanisms for relationships between universities and companies. We need a strong interface between what is done on campus and how it gets absorbed, marketed and distributed off campus. What we are doing now is working with governments, associations as well as private business to develop a new model: Innovate Canada. This will be a technology transfer arm that will marry our research facility, Innovation Park, and academic mind-power to move ideas beyond the pipeline and grow them into entities set up for success.

Always on the mind… At the end of the day, our biggest output is university graduates. If we want our students to think as leaders, they need to be accountable, innovative and responsible. To get there, they need full immersion in new ideas, new ways of thinking, creative opportunities and strategic, thoughtful mentorship. It is imperative to signal to the campus that we value and support individual potential. It begins with what we build and how we build it. Our programs must be nimble and relevant. Our students must be engaged and challenged. We take that responsibility seriously.

Shaping a gender-equipped campus… A diversity of opinion – whether gender or cultural – must be a part of all conversations. In our Engineering school, 24% of our undergrads are female, which is far above the average for many Canadian academic institutions. At some point, you have to pose the question: “Why is that?” We think a lot about the answer. Our history has always included a consciousness around gender-support systems, and that awareness fashioned a strong base. That base allows me to hone in and support that commitment. I work hard to ensure young women have the knowledge, support and decision-making tools they need to make the right choices while they are here and equip them for success when they leave.

Approaching what lies ahead… As a young university, we are remarkably well-positioned for the next phase. Our accomplishments thus far were never built on luck, but on the hard work, foresight and vision of my predecessors. Our biggest opportunities are in front of us. We have set new goalposts for where we aspire to be as an organization and are crafting a plan for our arrival. We are in an ideal physical space and time location to build a very great university. KC

“I believe in this university, and I believe that the possibilities for the University of Calgary are powerful indeed.” 11

Developing leadership in bioindustrial technology The University of Western Ontario Research Park,

j o i n t initiative of the Research Park and the

Sarnia-Lambton Campus and the Bioindustrial

industry-led Sustainable Chemistry Alliance,

Innovation Centre are pleased to announce the

along with partners from the public and

fall 2010 opening of the Bowman Centre for

p r i vate s e c t o r i n cluding Lambton C o l l e g e ,



t h e U n i v e r sity of Western Ontario and invest-

largest clean-tech incubator, focused on

ments from the County of Lambton, the City

large-scale industrial biotechnology, including

o f Sarnia and the Province of Ontario. Our



biofuels, biomaterials and biochemicals. The

V i sion is for Canada to become the globally

50,000 sq. f t . l a b o r a t o r y a n d p i l o t p l a n t

r e c o g nized leader in integrating sustainable

f a cility is a key c o m p o n e n t o f t h e f e d e r a l l y

feedstock into existing and emerging products

f u n d e d B i o i n d u s trial Innovation Centre, one

and chemical value chains. We are now fully

of Canada’s national centres of excellence for

operational and open for business with a dozen

commercialization a n d r e s e a r c h .

growing tenants and more on the way.

The $50

m i l lion Bioindustrial Innovation Centre is a Call Don Hewson, Managing Director, Bowman Centre Industrial Liaison at (519) 383-8303 or visit

Waterloo Institute for Quantum Computing, University of Waterloo, Waterloo, Ontario

Pushing Science Forward Professor David Cory, Canada Excellence Chair in Quantum Information Professor David Canada Excellence Processing, is a pioneer and leader in a cutting-edge field. Cory, At the University of Chair in Quantum Information Waterloo Institute for Quantum Computing, he is engineering the toolsProcessing, needed tois a pioneer and leader in a cutting-edge field. navigate, control and exploit the quantum world.

At the University of Waterloo Institute for Quantum Computing, he is engineering the tools needed to navigate, control and exploit the quantum world. Professor Cory speaks of the field through a lens fired by passion. “With Quantum Mechanics, you can build devices that can reach maximum efficiency according to the laws of nature; it is the ultimate law of physics. Devices based on quantum phenomenon are not new. Some have been around since the last century including MRI’s, transistors and lasers. What is new is the recognition of the depth and breadth of quantum’s power. Some things are still a long way out, like quantum computers. But we are building quantum devices based on quantum information processing now, relevant to applications that relate to society. And we are making important changes by improving existing devices, such as sensors. Sensors are used in devices as a matter of course. We rely on them everywhere, from the circuitry in our cars to the sensors in our homes to those that power generators. Quantum mechanics can make these devices more sensitive, more precise and more robust, developing greater efficiency and measurement capabilities.

A group of my former students recently started a company. They’re using quantum effects to measure glucose levels by looking at tissue. Their device will provide a better and more relevant measurement than current, traditional devices without needing a blood sample. Happy accidents come through conversations. When sharing an excitement for quantum mechanics, questions naturally surface. We can search for ways quantum mechanics can help provide answers. Then we can build devices that operate uniquely by the laws of quantum mechanics.

“There are many exciting areas of scientific discovery right now. But certainly, quantum information deserves great enthusiasm. As a new and exciting frontier in an evolving field, curiosity, ingenuity and creativity can quickly generate unique and positive contributions.”

Pushing science forward is wonderful - and fun. I came here because when I go to work, I want to share my time with others who share my passions. At the end of every day, I like what I do.” KC


Quantiam Technologies, Edmonton Research Park, Edmonton, Alberta

Surface Technology It’s not always easy to do what you want in your line of work, especially if your domain of choice is Surface Science, a cost-intensive field. Yet as an integral part of potential solutions to some of the world’s most challenging industrial problems, pursuing that dream can pay dividends - to the world. There is a business model common in the technology sector: sell brain power and technical services in order to build revenue and a cash base to eventually fund what you really want to do. Such was the case for Steve Petrone, CEO and Founder, Quantiam Technologies. Petrone always knew he wanted to play in the surface science sector. The field dealt with the properties of matter with dimensions of nano or smaller and had the potential to solve some of the most challenging industrial and energyrelated problems in our world. There was also little competition in the field because it dealt with issues of extreme severity – temperature, corrosion and wear – and the infrastructure required to participate was significant, far beyond paper and computer costs. Although bringing product to market was an incredibly expensive proposition, nothing could deter Petrone’s desire to build his own advanced materials company. Petrone completed his PhD. in Surface Science in 1988 at McMaster University, almost a decade before nanotechnology became part of our vocabulary. At that time, he found landing a job in the field a major challenge. Petrone worked for several large Canadian materials companies but the country had minimal activity in the nano field. In 1998, Petrone began stage one of his plan by entering the consulting world. He contracted out his mind, and each time he was able, funded the next step toward his goal. “When I had enough money,” Petrone explains, “I hired another PhD. When that mind power brought in more funds, I hired another. I kept doing this until I had raised enough capital to reach critical mass of people and facilities.” His work evolved into Quantiam Technology, one of the strongest research facilities for nanotechnology in Canada’s private sector. Next, Petrone set about looking for a problem to solve. He found that problem in the backbone of the petrochemicals market: Olefins. Olefins are the building block for most petrochemicals, producing myriad plastic end products. They are 14

also the largest single group of petrochemicals in the world. Industry produces 120 million metric tons of olefins worldwide per year. Each ton requires 20 – 30 gigajoules of energy for production and emits 1 – 2 metric tons of CO2. As the demand for olefins continues to rise, driven by economic growth and the consumer goods market, bigger furnaces running at higher temperatures are being built to satisfy that demand. And that equates to ever-increasing energy usage and greenhouse gas emissions. Demand and challenge – they always seem to appear hand-in-hand. Petrone looks for this kind of problem; solving the olefin conundrum was his perfect target. His goal was to find a magic bullet with tremendous market opportunity. “Believe it or not,” explains Petrone, “solving this was actually simple in theory. All you had to do was control 2–3 atomic layers of matter within the internal tubes used for production to eliminate carbon fouling and significantly reduce energy consumption. The problem was how to develop the perfect nanomaterial, working in tandem with a catalyst, to correct the chronic problem of carbon build-up inside the massive furnaces. It took us eight years and over 20 million dollars.” In 2001, he launched a major initiative with NOVA Chemicals to develop and commercialize a nanobased coating technology aimed at redefining the manufacture of olefins. Federal funding from Technology Partnerships Canada and Sustainable Development Technology Canada in 2005 helped move the project to completion. The result is a process called Catalyzed-Assisted Manufacture for Olefins (CAMOL). The process allows plants to operate at lower temperatures, reducing energy costs and greenhouse gas emissions per ton of olefins produced by up to 20 percent. As an added benefit, plants no longer require monthly shutdowns to clean out unwanted carbon fouling. The new solution is installed in three Canadian petrochemical furnaces and one in Europe. Recently, they entered the US market and

also received a repeat order from Europe. Petrone credits the incredible power of surface science as the key component to success. “Nano and smaller is not hype. The properties of materials at that dimension are extreme in potential and the development opportunities tremendous. They happen to be perfect for the internal surfaces of complex parts that absolutely need technology. Working in extremes of temperature and exposure, unless you can actually apply to the parts utilized in manufacturing processes, you are wasting your time. We are able to develop nano material solutions with the right combination of matter and the unique properties necessary to address specific problems. In other words, we are making magic bullets.”

Petrone recognizes his business challenges are immense. In addition to infrastructure requirements around research, development and brainpower, there is the endless pursuit of new funding and investors. Government interests of late have moved away from technology and venture capital money has waned with recent economics. Petrone finds he has to look outside of Canada to secure the capital needed for commercialization. And that does keep him up at night. “If we are going to compete we have to get this country’s research funding up to allow us to do this,” says Petrone. “Nano will power a new and emerging economy, and any economy that doesn’t exploit this will be left behind. Although at one time, we

were very well-positioned to be in the game, as a country, we still don’t have a Canadian policy for nano or a mandate for technology and innovation. If we wait another decade to get there, there might no longer be room in this space. And given how fast technology is advancing, we may not be able to play catch up.” Nonetheless, he does note that there are still strong areas developing in the country. He looks to Vancouver, Edmonton, and key centres in Ontario and Quebec and credits their phenomenal work. In particular, “I take my hat off to Kitchener-Waterloo and what they have achieved in the last 20 years. They are one of the bright lights in our country. I haven’t given up. There are still incredible things happening in this country.” KC

As a smaller company, Petrone’s goal is to build a platform of technology for adapting to specific applications. For Petrone, that means being very selective about the problems they choose to solve. “We start by going to a specific industry sector that has similar issues with olefin production. They’re collectively known as Chemical Process Industries. We ask them what their worst material nightmare is, and they tell us. From there, we determine if we can work on the problem,” he explains. It can take ten years to create a viable product, including the CAMOL process, which required three full years of field testing under rigorous conditions. It is an extreme space to get into, with costs to bring product to market huge – 25 million or more – and equal or higher costs to commercialize.


Fredericton knows that teamwork wins the game.

In Fredericton, we don’t just lay out the welcome mat. We’ve rolled out a world-class business park, built for smart companies looking to grow and succeed in Atlantic Canada’s most award-winning small city for business. • 1 (506) 462-5021

The Knowledge Park, home to the national Centre of Excellence in Advanced Learning Technology, provides the intellectual infrastructure and innovative environment for businesses to thrive. This is where companies come to catalyze their ideas into game-changing products and services. Named one of the most cost-competitive places to do business on the eastern seaboard by KPMG, Fredericton can add international recognition from the prestigious fDi Magazine for best business investment strategy in the Americas to their impressive list of awards. 1- 877- 460-8326

So if you’re ready to build on our success, contact us at: or

Phenomenome, Innovation Place, Saskatoon, Saskatchewan

Diagnosis: Success The demands of the biotech field require a dedication to labs and research in often solitary insular environments, a scenario not necessarily conducive to networking or meeting like-minded others. Finding a business partner in this setting can be a bit like a dating game, with someone else masterminding the perfect match. In 2000, John Hyshka and Dr. Dayan Goodenowe were intentionally introduced through a mutual colleague. Serendipitously, both men were at a place in their respective science careers where they were ready for more. Upon meeting, they immediately clicked and soon learned that they shared similar values and ideas about building a business that included a can-do, independent attitude and a non-traditional start-up philosophy. That same year, they launched their business, Phenomenome, a human health research company. Watching numerous science-based start-ups launch, only to fail soon afterwards, they derived lessons from their observations that they wanted to apply to their own business. It was important that they retain control of their company, even as they sought outside dollars to help with start-up costs. That meant doing more with less and focusing on modest, but solid growth. Their strategy proved fruitful. Focusing on metabolic investigation of biological samples, they developed a patented metabolic marker method for the healthcare field that made screenings easier to administer and allowed for greater diagnostic accuracy. And they accomplished this without losing control of their business by divesting controlling interest or ownership to their funders. Hyshka remarks, “From the beginning, we wanted to do it our way. We planned to start with contract research with agri and pharma to give us cash-flow and a degree of independence from investors. We grew slowly from that contract revenue and licensing. Being in Canada was a also huge advantage. There is a strong culture here that nurtures and supports smaller companies. Additionally, being located in Saskatchewan, our costs were lower, allowing us to do extremely well in our early years.” Using their patented method to isolate metabolic markers in blood samples, they zeroed in on developing early detection tests that measure certain levels of metabolites to determine risk factors for specific diseases. Early detection equates to early intervention, an area growing in importance in Canada’s healthcare systems. In 2011, they received their first license for a colorectal screening test. They have four additional licenses coming up behind for ovarian, pancreatic and prostate cancer as well as Alzheimer’s. Although

some diseases may already have diagnostic testing, their tests work with blood, rather than sampling or biopsy, providing a more convenient and accurate test approach. And doctors are interested.

“From the beginning, we wanted to do it our way.” “The medical community has responded very positively,” continues Hyshka. “They are looking for as many tools as possible to help them deal with patients. Because we worked hand-in-hand with labs, hospitals and governing bodies in developing our tests, what we have done is build a better mousetrap for everyone.” The road to their success has had its peaks and valleys, but their conservative approach to keep burn rate low and stick to science has proved a sound approach. Both partners still retain the excitement and optimism of their early years, over a decade after founding the company. Says Hyshka, “I’m still pumped about what I do. I was very fortunate to find a partner that complemented me. At the end of the day, we are both motivated by a desire to have a lasting impact on world health. I think we are well on the way.” KC


Jasco, Vancouver Island Technology Park, Victoria, British Columbia

Listening to living under water There once was a time when people struck oil in the backyards of their suburban homes and refinery communities adorned the North American landscape. When those sources dried up, oil companies extended their oil quest to Earth’s pristine ocean environments. Initially, few thought about the ramifications that the drilling process might have on delicate ocean ecosystems. Things have changed. Today, we spend time and money exploring how these operations affect marine life. Do the shakes and shimmies of an offshore drill turn the underwater world upside down? JASCO Applied Sciences, a company based out of the Vancouver Island Technology Park, is looking for answers. In addition to consulting and field science work, the company generates an abundance of research in the field of underwater acoustics. Their ultimate goal is to negotiate a compromise between the sanctity of nature and human development. Modern times have flipped old, more traditional responsibility hierarchies. Where once scientists had to prove there was a problem before attention shifted to prevention, an increasing emphasis on environmental stewardship in the industry means oil companies now initiate the responsibility chain. They have to prove that they’re not going to impact surrounding wildlife. Roberto Racca, CEO, and Dave Hannay, CSO of JASCO, specialize in monitoring underwater acoustics and seismic activity. Their expertise whisks them away to some of the most isolated and untouched locations on the planet, home to most oil-drilling operations. Racca explains, “We assess the cumulative effects of an operation on two basic levels. On a behavioural level, we determine if the operations are creating acute hearing damage, deflecting migratory routes, or infringing on any feeding grounds. On an operational level, we explore whether or not drilling vibrations will disturb bottom-based fauna or if their habitat will be destroyed by displaced silt on the ocean floor.” There are many advocacy groups that would like to see the complete cease and desist of offshore drilling because of past tragedies and the potential threat to marine life. However, to put a screeching halt on all oil production 18

is unrealistic. People are not prepared to sacrifice a lifestyle that is directly tied to oil. All concerned parties need to work together.

with VITP about getting some new office space. JASCO was by no means a “start-up” company, but it was reinventing itself.

According to Racca, JASCO sees itself as a facilitator of responsible practices and not a watchdog. “Our main objective is to help companies develop natural resources in an environmentally conscious manner,” says Racca. “The only way to do that is through collaboration between environmental agencies, the oil industry and consultants like us. We want to help achieve a level of environmental stewardship while maintaining these locations as pristinely as possible.”

JASCO became the very first tenant at VITP in 2002, and they’ve never looked back. “It’s hard to get into VITP these days,” says Racca. “It’s a very desirable place to be right now. It’s been good to us because there’s always been a very good synergy among all the tenants. You are a part of this thriving community.”

This wasn’t always JASCO’s primary function; it’s something the company evolved into. When Racca and Hannay entered the industry in the late 1980s, most of the work came from National Department of Defense contracts to test sonar systems on submarines. By the end of the 1990s, the navy had moved operations to the east coast and JASCO saw their payroll reduced to just four names. Racca and Hannay hatched a strategy to one day own the company and shift its focus to analyzing the environmental impact of underwater acoustics. The two scientists took over the company in 2000 and began to tap into a unique market. Explains Hannay, “It was a relatively new field. Very few companies were involved in the business. At the time of the takeover, offshore work by oil companies was increasing, and we were working with the navy to see the impact of military exercises on marine life. The knowledge gained with this work made us a valuable asset. We knew that what we were doing had great potential for different applications.” This was a turning point for the company. With Racca and Hannay in positions of power, the firm opened a branch in Halifax that concentrated on the development of measurement devices for the field. JASCO was becoming more than just a firm that made computer models and estimates. They were now doing actual fieldwork and accumulating a stockpile of academic research that was beginning to garner international attention. JASCO initially began operations at the Innovation and Development Corporation (IDC) on the University of Victoria campus. They were given two offices in a cluster of small cottages known as the “R-Hut” – a military training facility left over from World War II. JASCO quickly outgrew this space. The company began talks

The way Hannay tells it, being at VITP is so much more than having access to great conference spaces whenever you need it. JASCO has developed a strong relationship with recently graduated university students. And they encourage their employees to pursue master’s degrees – sometimes on JASCO’s dime as part of a support program for higher education. “We don’t sacrifice the ability to perform academic thinking,” says Hannay. “A lot of our scientists publish independent journals, making them invaluable assets because they are at the forefront in our field. Quite often, people come to us from the world of academics or private business, but working with us, they get to pursue something that is a hybrid of those worlds.” Hannay continues, “Some of our staff are going to make wonderful researchers and post-doctorate candidates one day, but they’re pretty happy where they are right now.” Things are looking good right now, although JASCO’s minor collapse with the absence of the defense contracts in the 1990s taught Racca and Hannay that it’s always important to look to the future and plan your next steps. They know oil won’t be around forever and there are so many innovations in alternative energy out there that could use their niche services. Today JASCO is expanding their business by consulting with companies developing renewable sources of energy for a greener world. Jasco can use their knowledge of underwater acoustics on wind farms and the harnessing of wave energy. “We want to move away from just working with fossil fuel companies and towards renewable resources,” says Racca. “Maybe we’ll be playing with some of the same people but in different fields.” DG


Parteq, Innovation Park at Queen’s University, Kingston, Ontario

How to succeed in intellectual property patents When Queen’s University founded PARTEQ in 1987, they envisioned a notfor-profit organization that would bridge the gap between technological innovation and the marketplace. There was no hidden venture capitalist agenda here, just a group of people who wanted to nurture a few brilliant ideas that had the potential to improve the lives of many. One of the people from the beginning was John Molloy, current President and CEO of PARTEQ. After a stint in Cyprus with the Canadian Armed Forces and completing his MBA at Queen’s, Molloy came to the organization ready to help PARTEQ discoveries get out into the real world. “There’s about $6 billion spent on research in this country every year, and there’s a certain expectation that it’s going to be able to benefit the public at some point,” explains Molloy. “And that can’t happen unless you have a commercialization program.” Since PARTEQ opened its doors almost 25 years ago, the organization has cemented a reputation as one of the most successful commercialization programs in the country. They’ve turned more than $1 billion from investors into 407 issued patents, almost 50 licensed products, and 45 total start-up companies. Those figures don’t even show the more than 800 new jobs. “We’ve been successful because we have the right structure,” says Molloy. “We are not-for-profit, so we can take more risks. Plus, we have a great team with extensive industry experience.” Every individual technology that comes to PARTEQ is assigned a commercialization manager who can ask the right questions and put the money in the right places. “I’m a firm believer that you have to do things properly,” says Molloy, explaining that the key to seeing an idea through is being thorough and strategic. “That’s why we have patent agents on staff who work very closely with our commercial managers. It’s 20

important to have your intellectual property in order, especially for small companies; they need to have protection.” Smaller companies is where Carol Miernicki Steeg, Vice President of Intellectual Property, gets involved. Armed with a PhD from Cornell in biochemistry, she arrived at PARTEQ in 1995 well suited to her job as a patent agent. “I came to PARTEQ 16 years ago, and I could probably make more money on Bay Street. But it’s too good here to leave. The work is consistently challenging and there’s something new every day,” she says. Miernicki Steeg, along with Angela Lyon and Stephen Scribner make up the onsite team of patent agents at the disposal of start-up companies and product developers. Having a dedicated team of agents is not something unique to an organization like PARTEQ, but it’s how you get the best results. “External patent agents outside of the building have a different relationship to the whole endeavour because they don’t depend as much on their clients being successful,” says Miernicki Steeg. “Being close to the projects has its advantages too; you can strategize on the patent portfolio as the developments grow.” Agents deal with patent examiners all over the world. A patent is almost always rejected by an examiner when first submitted, so it’s the job of Miernicki Steeg, Lyon and Scribner to argue back. The process can take years, and the amount of paperwork involved would make a boreal forest nervous. But acquiring a patent is integral to attracting investors.

With so much at stake and an average of 100 patent applications to juggle every academic year, the key to not getting overwhelmed is to stay focused on the task at hand. According to Miernicki Steeg, “You have to be thinking about today and not getting wrapped up in yesterday or what you have to do tomorrow.” Focus isn’t always easy because PARTEQ covers so many different areas of technology, from biomedical to electrical engineering, to computer hardware – they all live in the realm of possibility. That’s why PARTEQ is founding national, sector-specific affiliates to handle particular types of research. For example, research involving “green chemistry,” the production of chemical products with an emphasis on environmental protection and sustainability, is directed to GreenCentre Canada. It’s a model that Molloy thinks will be important moving forward. “You need to have different divisions covering different sectors… that’s the future of commercialization in universities.” PARTEQ has been able to perfect the commercialization process, positioning itself as a 21st century leader in the commercialization business, a trend that will surely continue in the future Molloy envisions. DG


Semex Alliance, University of Guelph Research Park, Guelph, Ontario


produces well, lactation after lactation


trouble free

Business in a bull market In the scientific world, nothing is secret, and that is a good thing. With the sharing of papers and research, combined with a propensity for like-minded alliances, the potential for scientific discovery gathers momentum incredibly fast. So fast in fact, that in just over two years a genomic revolution has been fully integrated into the business of bulls. The desire of the dairy industry to push the envelope to do better and know more about their bulls is leading the way to new technological advances that are spilling over into other markets.


As Senior Geneticist at The Semex Alliance, Dr. Jacques Chesnais explains, “Genomics will never leave the industry – it is part of what we do now.” The cattle industry is no stranger to selective breeding. Breeding dairy cows for milk production, health, and longevity, among other traits, is incredibly important within the industry, and something dairy farmers are willing to pay money to achieve. Inseminating cows with semen purchased for specific traits has been going on for decades. Hence: the bull semen market. Traditionally, proving a bull’s worth in the genetic selection process is a lengthy and expensive endeavour. Through years of experience, farmers and companies have developed a selective, regulatory breeding process. Bulls identified to favour particular traits through this process are used to breed new generations of cows. But knowing which bull that is involves a five year commitment requiring an outlay of $50,000 per bull. A new bull identified for breeding is not able to produce semen until maturity, or one year of age. The progeny produced from insemination takes 9 months for gestation. Once daughters are born, they must wait until they are able to reproduce around 2 years of age in order to begin milk production. Once they produce milk, they are tracked for another year. The data accumulated from all the daughters is then analyzed based on a number of factors. Semen is collected from the bull during this five year process, and depending on results, the semen gains its value. But not every bull is a winner, and when that happens, it is a setback of both time and dollars invested. In 1989 a project began that would have an incredible impact on Semex’s business: the Human Genome Project. The goal of the project, to map and understand the human genome, led the way to another important area of discovery: genetic markers. In the 80s, the focus was looking for specific genes associated with special things, such as congenital diseases or malformations. But that identification outlook only worked for traits that were directly influenced by one gene. For many traits, such as fertility, longevity or conformation of animals, the answer was not in one gene or even many genes; rather, it was in the combination of genes and the way they interacted with each other. With genetic markers, rather than identify a specific gene for a specific trait, the goal is to look at the nature of the markers of some DNA molecules in the genome that can be associated with a desired performance. Dr. Chesnais, deeply embedded in genetics throughout his career, understood the potential genetic markers might bring to Semex. Explains Dr. Chesnais, “I had seen some papers in 2001 on the possibilities of genomic selection, and I was interested already. The USDA had similar ideas, and we touched base.” Where genetic markers might be effective was not in the five year time period it took to prove a bull, but in what bulls were selected for the program. If genomics could identify performance according to markers, the company might be better able to select bulls for the program at the outset, and perhaps decrease, if not eliminate, bulls that would be proven unsuitable based on the daughter’s performance.

their semen according to the predictive ability of the genetic markers. In 2011, international and domestic customer demand has pushed sales from genomic bulls to 50% of their business. Currently, over 82,000 animals have been genotyped and the number grows each day. The number of markers being identified is also on the rise. If the accuracy of the predictive abilities are proven through the traditional five year period, bull semen may be able to enter the market at an earlier point in the process. In the future, genomics may be used for other things in the dairy world aside from breeding. Feed and care of animals may soon be based on an animal’s specific genomics. There may be new measures to prevent inbreeding or look at it more closely. It might be used to increase the genetic progression within herds,or even to change the chemical make up of milk. As Dr. Chesnais points out, “People don’t seem to realize how big this research is unless they happen to be in it. It seems to be a quiet revolution, but one that is historical nonetheless. Suddenly, it seems we can select for traits quicker and easier. Inevitably, ethical questions will come. As soon as science is there, it becomes hard to regulate.” “There is still much to learn. It is like we now have the alphabet in our hands. But having the alphabet does not mean you can automatically write every language possible. To try and understand each gene and how they can work together will take hundreds of years, if not forever. And that is precisely what makes it both fascinating and fun.” KC

Dr. Jacques P. Chesnais joined the Semex Alliance in January 2003, as Senior Geneticist. In this capacity, he is responsible for providing scientific guidance to the company’s selection program and for directing its research and development activities in genetics and genomics. About Semex: Semex is a cooperative internationally recognized for its genetic partnerships and industry leadership in genomic research. Proudly Canadian, each of its four partners bring over 50 years of experience in the bovine industry to the alliance. Committed to genetic progress and genetic excellence, the organization delivers high quality genetics based on a balanced breeding philosophy to breed a profitable, long-lasting cow.

The Semex Alliance, with Dr. Chesnais heading the charge, joined forces with the USDA and seven other major groups to begin genotyping their animals, identifying the markers that could help predict the make-up of progeny. In 2008, the genetic results were in, and in 2009, Semex began to market 23

Making In 2010, former University of Waterloo President, David Johnston, was appointed the 28th Governor General of Canada. UW’s President for over a decade, His Excellency made many important contributions to research, development, and international agendas. His work also included a strong determination to move the idea for a university research park into a reality. When David Johnston first arrived on the Waterloo campus, the Research Park was a large section of land bordered by major transportation arteries. Today, the R+T Park houses many different buildings, individuals, ideas and inventions. It is also making its name known in the Waterloo region and beyond its borders. At the university, His Excellency was well known for his approachability, insight and ability to make new connections. Underpinning his natural talents, he was also recognized for his “barn raising” philosophy and profound belief that many hands makes for light work, drawing people together toward one common purpose. He used his unique brand of energy, drive and creative thinking to push the park forward, paving the way for what it is today.

“This area knows how to generate knowledge – how to teach in an extraordinarily different way with life-long learning that combines theory and practice and constantly revises it against practical experience. Then they extend that into every community, every region, and every country across the world.“


With this in mind, the university executive felt it only fitting to mark His Excellency’s accomplishments at the university with something as lasting as the impact he made on the campus and at the park. On June 5, 2011, the university honoured his Excellency’s achievements by renaming the park the David Johnston Research + Technology Park. At the unveiling, His Excellency shared his thoughts on why the park has become such a success and how it integrates within Canada’s role to be a smart and caring nation. KC

David Johnston Research + Technology Park, University of Waterloo, Waterloo, Ontario

Contact Count “Our call to service has 3 pillars: family and children, learning and innovation, and philanthropy and volunteerism. All of these together are based around knowledge. Our questions are - how do we have equality of opportunity and excellence and how do we ensure that the opportunities to advance one’s talent through a great public education system reaches all of our population so every person can advance as far as possible in their intellectual and other development? And further once we’ve done that - how do we put that talent and knowledge to work to improve the human condition? This nation works harder at those things than any other nation in the world, but I think we have to work even harder in making a smart and caring nation, which brings me back to this park. This park represents that kind of work. There are many chapters of the story in how this park came to be against all the odds. The story is of collaboration and clusters, and the story is what makes the park so special, and in turn, this region the knowledge capital of the world. The University of Waterloo joins theory with practice through a belief in co-operative education - where no barrier exists between the place of work and the place of thinking. They also have a research agenda that is not only driven lineally - from basic or fundamental research to experimental research to application to what’s taught in the classroom - but goes back and forth in that spectrum, bringing industry right into this university at this park. Technology transfer and knowledge is a contact sport. You’ve got to be in contact with other people to make it work - intimate contact. This area knows how to generate knowledge – how to teach in an extraordinarily different way with life-long learning that combines theory and practice and constantly revises it against practical experience. Then they extend that into every community, every region, and every country across the world. That’s collaboration. That’s the lesson that Waterloo region has for the country. That’s how we make a smart and caring country and why this region is the knowledge capital of Canada. I am so pleased and humbled to have my name associated with this park. Not to attribute significance to one particular individual, but to use this park as one of those pinnacles, one of those great flags that make a smart and caring nation and to demonstrate to this country how important the lessons of barn raising are here in the Waterloo area.”


BKIN Technologies Ltd., Innovation Park at Queen’s University, Kingston, Ontario

Diagnosing a paradigm shift

Dr. Stephen Scott, founder of BKIN Technologies Ltd. and a Queen’s University professor, plans to implement a radical shift in the diagnosis of brain injuries. It’s called the KINARM Assessment Station, and it uses virtual reality, robotics and quantitative analysis. This new tool, produced in association with PARTEQ’s commercialization program, is a breakthrough in brain injury diagnosis. 26

The brain is the least understood of all the body’s organs and systems. Despite advances in neurological research over the last 50 years, no one knows how best to accurately diagnose and treat brain injuries. This creates potential for misdiagnosis that could pose serious threat to victims of strokes or recipients of concussions. According to Dr. Scott, previous wisdom and technologies aren’t doing the trick. “An MRI or CT scan is great at finding structural abnormalities,” he says, “but it can’t tell you how the patient will function in day-to-day life.”

therapies and pharmaceutical usage. As with more traditional testing methods, KINARM’s standardized tests are repeated many times to allow for variability in behaviour to help determine if there are problems. KINARM’s advanced robotic technology has a definite advantage over physician-administered testing because it can detect variations that could be difficult to see with the naked eye. “The KINARM had turned the whole field upside down,” says Anne Vivian-Scott, BKIN President and CEO. Vivian-Scott has largely been responsible for getting the KINARM

Currently, physicians rely on a playbook of diagnostic methods that includes tests of balance, memory, reflexes, and concentration. Assessing patients based on these factors helps physicians uncover damage to motorsensory or cognitive abilities to determine if and how patients will be able to handle everyday activities.

“There are enormous intermediary markets,” explains Scott. “There is potential outside of normal healthcare systems, such as with the military, to use KINARM to study the efficacy of drugs on the brain and in professional sports.” Sports concussions are a recent hot topic. Several experts have released various reports regarding the long-term effects on professional athletes who continue to play games when they have concussions. Athletes won’t necessarily display immediate effects, but serious consequences may develop 15 or 20 years down the road.

To use the KINARM system, a patient is seated in a chair at a computer screen with two robotic arms. These act as the tools to put each patient through a series of standardized tests. The patient interacts with the robotic arms to perform certain tasks within a virtual world.

“It’s different than conventional methods because we get quantitative measures,” says Dr. Scott. He believes that looking at comprehensive statistical data through KINARM will lead to more information about brain injuries, guiding the way to better

“We need to expose researchers to the product to get their buy-in,” says VivianScott, who estimates that KINARM could be mass-produced and on the market within the next five years. “We are talking about a radical change in how we approach brain injury. With this shift, we truly have an opportunity to change medical practice.” Foothills Hospital is one of BKIN’s biggest partners on this project. Dr. Scott spends a lot of time between Kingston and Calgary these days as the two institutions work together to expand the scope of patients that KINARM will one day help.

Dr. Scott felt this method relied too much on subjective interpretations, subjectivity that could compromise the diagnosis of all the side effects of a brain injury. Explains Dr. Scott, “We needed an approach that was more objective to optimize both diagnosis and help determine the best treatment plan possible for the patient.” That desire evolved into the KINARM Station.

One of these tests, the matching task, involves strapping one of the patient’s arms to one of the robot’s. The robot pulls the patient’s arm to a specific position and the patient mirrors that position with their other arm. Other tests require patients to reach for points of destination or to hit a ball with a paddle – all in the virtual environment. The data generated from the patient’s motions with the robotic arms is harvested for later analysis.

that hasn’t stopped BKIN from landing KINARM in prestigious research hot spots, such as Johns Hopkins in the United States, Foothills Hospital at the University of Calgary and many other institutions all over the world in Israel, Belgium and France.

out into the world of clinical research while gauging reaction from the medical community. “We’ve never had the proper measuring stick to diagnose these injuries,” she continues. “Although we have only scratched the surface, we’ve found people are very excited about this product. The interest has been incredible.”

In the fall of this year, BKIN and the University of Calgary will collaborate on a research project to test the KINARM’s viability in sports. Their goal is to prove to the sports and medical communities that KINARM can be an effective tool, not only in keeping professional athletes healthy, but for amateur and minor players too. This fall, BKIN will release software for the KINARM that encodes standardized protocol and tests from the research collected over the past few years, one step closer to achieving the paradigm Dr. Scott envisions that it will be a one-stop shop – a blood test for the brain. DG

The commercialization of medical equipment, especially the kind that deals with the delicate realm of neuroscience, can be a long process. There’s a lot of poking and prodding before any kind of catalogue goes out. But


Amit Chakma, University of Western Ontario Research and Development Park, London, Ontario

Making difference in a changing world


With roots extending outside of Canada to south-eastern Bangladesh, Amit Chakma is truly a man of the globe. He is the 10th President and ViceChancellor of the University of Western Ontario, with prior roles as Provost, University of Waterloo and Dean of Engineering, University of Regina. Through his work, speeches and Globe and Mail columns, Amit Chakma has illustrated by action that he is a man unafraid to speak his mind through thoughtful words and an eye for the bigger picture. He brings a unique blend of experiences and a diversity of perspectives to draw upon in his role as President. President Chakma shares his thoughts on research parks and innovation systems.

The world today… The world we live in has become complex. In Canada, we are in the throes of a growing ingenuity gap. Before IT became a household word, this gap wasn’t so large or so noticeable. But today, we must stop and ask ourselves a very tough question: Are we now falling behind? The answer is yes. On a macro level, we are indeed falling behind in our scientific productivity. And it is happening during an era where we will be judged by our scientific production.

Making change… Although we may have good ideas, we don’t always have the capacity to execute with the intensity and focus required. We need to create an entire innovation system that takes into account the challenges of our times. Right now, we have jewels scattered across Canada in the form of research parks. Their existence shows a diversity of systems, yet each operates on their own. These parks play an important role in the gap between academia and industry. Acting as broker, they are an avenue that can take ideas to the next level. It is no different from any discovery process; discoverers aren’t necessarily the ones who have the ideas, but they have other necessary skills.

Linking a new whole… There is a necessity to work together, not just as a network, but as a system. Individual tech transfer operations may not always have the scale for projects to make great impact, but they can leverage strengths within a larger innovation system that looks beyond territory or silos of expertise. Imagine all tech transfer offices and research parks connected to a central hub with spokes spanning to the borders of our country. With funding agencies, business interests, and research linked together coast-to-coast, the capacity to take ideas from universities and commercialize them becomes not only feasible, but certain. Synergies simply multiply in the presence of more.

Progressing forward… As a nation, we cannot shy away from conviction in order to focus on excellence. It must be both, or it will be nothing. We cannot be intolerant of risk; there is always a balance between perceptions and returns. Innovation requires government investment and attention. There is an acute need to set an agenda to establish a national innovation policy so we can all move forward on the global stage with a shared national mandate.

Facing the future… As an institution, we can never lose sight of our primary task: to educate. It is, after all, our graduates who will take over building the world. We must build a brain trust, educate highly qualified people and create a path back to connect the dots to our nation and its well-being. While we can dream of things today, our students will be the ones charged with realizing those dreams. Fully preparing them to meet that future head on is not only our role, it is our responsibility and our duty. KC


Medizone, Innovation Park at Queen’s University, Kingston, Ontario

Taking on the ‘silent epidemic’ Ozone – this little molecule is an invisible part of our everyday lives. It shields us from ultraviolet light, cleans our water, and in some cases, filters the air that we breathe. Now Medizone, a company based in the Innovation Park at Queen’s University, is tapping into one of ozone’s many properties in a revolutionary way that could potentially save thousands of lives.

What exactly is it that Medizone is trying to save thousands of people from? It’s what their President & CEO Ed Marshall refers to as a “silent epidemic.” Every year, millions of patients around the world contract several kinds of antibiotic-resistant bacteria referred to as Hospital Acquired Infections (HAIs). Treating these cases sends healthcare costs soaring and fills up valuable real estate in 30

terms of hospital beds. The most chilling statistic: HAIs are responsible for the deaths of more than 100,000 North Americans annually and is the fourth leading cause of death in the Western world behind heart failure, strokes and cancer. Healthcare facilities are losing the war against HAIs because current decontamination methods, as the numbers would suggest, aren’t effective enough in saving lives.

“It’s frightening how nurturing these hospital environments are to pathogens,” says Marshall. “Whoever goes into a room might get an illness from the previous tenant. Conventional methods can do a lot of cleaning, but won’t necessarily get everything in places such as the springs underneath a bed.” Marshall thinks they have the solution to this problem. The answer lies

Control with 7 logs growth.

100% kill rate post treatment.

with ozone and their device, known as the AsepticSure System.

to Zoutman to create some bacteria for Shannon to kill.

In 2008, Marshall approached Dr. Mike Shannon, then a senior medical advisor with Medizone. Dr. Shannon had a distinguished medical career, having served the Canadian Armed Forces as Deputy Surgeon General and Director General of the Centre for Disease Control. Currently, he is president and director of Medizone’s medical affairs, and a lot of his research in the 1980s focused on the healing properties of ozone in treating infectious diseases such as HIV.

Using an ozone-based mixture, AsepticSure has achieved a >6 log (%99.9999) microbial kill level through rigorous testing in labs and hospital settings, proving itself a worthy opponent for some of the most lethal bacteria known to humans, including E. coli and C. difficile.

“I had always been interested in ozone’s therapeutic merit,” says Dr. Shannon. “I was intrigued by the power of its antimicrobial presence.” Using the antibacterial properties of ozone, discovered more than 150 years ago, isn’t a new concept. Ozone has been used for decades to treat burns on human skin and to decontaminate food, laundry, and water. In fact, today more than 3,000 major metropolitan areas use ozone to treat their water systems. “Scientists had been working on the idea of ozone as a antibacterial property for potential decontamination practices back in the 1990s,” says Shannon. “But they were working in small laboratory settings and never expanded upon that.” The two men conferred with Dr. Dick Zoutman, a professor at Queen’s and an expert on epidemiology and HAIs. Initially doubtful of the idea’s merit, Dr. Zoutman collaborated with Marshall and Shannon to see if they had something. Marshall rallied some investors and then it was up

Now the challenge was to commercialize the system and package a practical solution for use in hospitals around the world. The AsepticSure System, expected to go on the market later this year, involves the placement of a simple device in the room to be decontaminated. All exit points are sealed off with a specially designed plastic material before the device is activated via remote control. The ozone-based mixture is released and kills all existing bacteria on carpets, drapes, medical equipment, electronics, and bed linens. Finally, a second mixture is released containing “scrubbers” which restore air quality to a level compliant with EPA and FDA standards. For a room that is 4,000 cubic feet, the whole process takes about 90 minutes. So what makes AsepticSure so effective? According to Marshall, it outcompetes any conventional method by covering every cubic inch of a room. Substances such as peroxide and formaldehyde in addition to more advanced processes, such as ultraviolet irradiation, are either susceptible to human error, too expensive, or damaging to infrastructure.

“Even if we can just decrease HAIs by 20 per cent, we can save thousands of lives,” states Marshall. According to a Centre for Disease Control (CDC) estimate, hospitals would also see significant financial savings in terms of reduced ICU involvement, readmissions, and the use of antibiotics related to HAIs. “These diseases are crippling healthcare systems,” adds Shannon. The average hospital will spend as much as $26,000 on each patient they treat who has acquired an HAI, an even bigger problem for Americans whose health insurance won’t cover the cost of what they deem a “preventable” illness. “Surgeons in the United States are getting sued over HAIs, not because of negligence on their part, but because we haven’t yet introduced a more effective way of killing these pathogens,” explains Shannon. In the last year, Medizone has filed patents for using the AsepticSure System in the sports and manufacturing industries. Imagine being able to truly decontaminate the bacteria growing on a child’s football and hockey equipment. Imagine being able to have peace of mind knowing the meat products you’ve purchased are free of lifethreatening bacteria. Thanks to Medizone and scientists like Dr. Shannon, we are moving towards revolutionary ways of beating illness and the answer was under our nose the whole time. DG


362 heads are better than one Innovation Park at Queen’s University is a hub of academic and industrial R&D in Kingston with 40 organizations working in concert to stimulate commercialization and economic development across South Eastern Ontario. With partnerships that include examining ways to test water to reduce the risk of contamination tragedies to the development of air filtration systems that limit the spread of infectious diseases, the discoveries at Innovation Park will benefit the well being of our communities. Learn more about Innovation Park – Learn more about collaborating with Queen’s –

Quebec Innovation Zone

Welcome to the new neighbourhood. The advanced technology industry has created a serious, competitive edge. Understanding the power they have as a unit, research parks and innovation centres across the country have banded together, leveraging each other’s strengths and networks. They are asking questions of each other and finding ways toward answers. How can things be done differently? What will it take to succeed a decade down the road? What needs to happen now and next? The Quebec research park association, Quebec Innovation Zone (QIZ), is helping those in the province through a novel approach to these questions. In an effort to remain a leader on the world stage, their perspective has completely transformed the traditional concept of research parks. Their vision is to move away from isolated campuses towards entire neighbourhoods that encompass the “live, work and play” mantra. Their view of individual parks has evolved past parks working as silos within city centres to the idea of parks as members of the larger surrounding community. These places are what Quebec calls “Innovation Zones.” For the better part of the early 2000s, Quebec saw almost a dozen parks calling the province home. In 1999, those parks came together in the belief that “together is better,” forming their own association, Assocation des Parcs de Recherche et Technopoles (APRTQ), in conjunction with AURP Canada.

“Innovation zones give us ‘live, work and play’ sites.”

By the end of the decade, APRTQ took note of what was happening in the rest of the country and beyond the nation, and they began question if the competition was leaving them behind. The association recognized they needed a new approach to vault them ahead. That approach took form via the Quebec Innovation Zone in late 2010. Mario Monette, President and CEO of Technoparc Montreal, is a leader on the QIZ initiative. He explains that while some things will remain the same, such as locating technology parks and commercialization programs within the new innovation zones, others will be different. QIZ will put a greater emphasis on funding infrastructure that’s specifically designed to create more livable communities. These desirable spaces will house universities, businesses and commercialization programs and cater to the needs of the people who work inside them. “The reason we made this change was because the concept of creating a science park as a standalone had become passé. That model simply continued to mimic the type of development industrial parks had prompted in the early 1960s,“ explains Monette. “We don’t have the kind of world that wants standalone anything anymore. Integration, collaboration and networking are key concepts to global business. We needed a park system that reflected that type of thinking.”

Moving forward, QIZ has big plans for their new “mixed sites.” Innovation zones will be neighbourhoods built around people, encouraging citizens to work in their communities while cutting down on commute times and traffic congestion. “It’s a model,” says Monette, “which draws inspiration from similar efforts all around the world. It’s a new approach that responds not only to what we have noticed in our province, but to what we are seeing worldwide, beyond Quebec and Canadian borders. Innovation zones give us “live, work and play” sites. It’s all about encouraging people to live on site and not work quite so far away from where they live.” Besides such future development concepts, Monette is also working on ways to assist their funding and resource efforts. He notes that one of the reasons Quebec fell behind the competition was because the province had issues funding tech park infrastructure. QIZ wants their tech parks to attract more funding inside innovation zones. One of the ways to do that is to align with and locate close to universities. Explains Monette, “We are trying to address the gap between the support of fundamental research and the commercialization of technology. Quebec will fall behind if we don’t give both sectors equal attention.” Although the province is well on its path to a leadership position, there’s little sitting back and enjoying the achievement. As Monett notes, “The competition isn’t going anywhere. It’s time to get to work.” DG Développement économique Longueuil Innoparc de Lévis Laval Technopole NOVOPARC Parc Innovation de l’Université de Sherbrooke Parc technologique du Québec Métropolitain Sherbrooke Innopole Technoparc Bromont Technoparc Montréal Technopole de la région de Thetford Technopole maritime du Québec Technopole Vallée du Saint-Maurice



Applied R&D is in Kingston’s DNA

Kingston’s well-developed academic-industry partnerships

With the highest level of government incentive funding per

and access to over 30 independent research laboratories,

capita in Canada, Kingston welcomes innovative companies

ensures that our significant reputation for research and

and like-minded entrepreneurs who develop and promote

economic development. We offer expertise and resources

clean technologies and solutions. Kingston offers

to empower unique global competitiveness.

companies an abundant supply chain; access to markets; a strong connection to research and training partnerships; and three major post-secondary institutions where research is central to training Canada’s future labour force.

Clockwise from top left: Dean Byrnes & Monika Stengele, Eikon Device Inc., Bob Clark, MetalCraft Marine, Dr. Rui Resendes, GreenCentre Canada, George Scott, Scott Environmental Group

Kingston Economic Development Corporation | 945 Princess Street at Innovation Park | Kingston, ON K7L 3N6 Toll-free: 1-866-665-3326 Email:

Leadership in Energy and Environmental Design (LEED®), AgriTECH Park, Bible Hill, Nova Scotia

LEEDing the building evolution As hubs of technology and innovation, research parks have already carved a niche as intellectual and economic leaders. Now they’re on the cutting edge of something new, leading the charge on sustainable construction and design by integrating LEED® ratings in the development of their parks. Very soon, sustainable building and design may define other communities across the country.

The LEED® phenomenon Leadership in Energy and Environmental Design (LEED®) is a thirdparty certification system used by architects and developers in the design and construction of green and sustainable buildings. LEED® is not only raising awareness of sustainable construction, but it is also increasing in prevalence across North America, with thousands of projects representing billions of square feet dedicated to environmental stewardship. The ultimate LEED® goal is to one day have a building that is totally self-sustaining. Buildings will produce their own water and electricity while managing waste and providing the optimum environment to house internal workings and workers. This visions goes far above and beyond the way we think of bricks and mortar today. Getting to the ultimate vision begins with changes in how we approach building and development. LEED® philosophies lay at the grass root level of building differently. Beginning with the planning and design, moving to the actual construction and development, and monitoring the performance of a building over time, LEED® is a new way of thinking applied to a new way of doing. The U.S. Green Building Council (USGBC) developed the LEED® system in 1998 to promote green architecture and raise consciousness over ecological footprints. Although there are dozens of third-party certification programs around the world, LEED® has become very popular in North America , providing guidelines for an entirely different generation of buildings. According to Mark Hutchinson, Program Director at the Canada Green Building Council, “It’s about what you want to end

up with. Certification tools are important in the sense that unless you make that commitment to certification, you don’t know exactly what product you’re going to have on opening day.” Every project that applies for certification is assigned a LEED® rating (Certified, Silver, Gold or Platinum) based on a system whereby points are awarded for each of a building’s environmentally friendly features. Features designed to reduce environmental impact can range from obvious to complicated - being located along a bus route counts for a point but so does having a system to collect rainwater for flushing toilets. But designing with LEED® is only part of the picture. There are points available for how a building goes up on the construction site. Projects are evaluated not only for the composition of their building materials, but for factors such as the distance materials travel to the job site, the percentage of excess materials recycled, the percentage of pure waste and more. As a result, developers utilize building materials with high amounts of recycled content and low volumes of toxins, in addition to closely monitoring the meticulous recycling process.

More recently, LEED® building has also began to augment overall building longevity. Once erected, a building becomes a delicate ecosystem with sensitive diagnostics that require appropriate maintenance. Educating tenants on best usage is a new process important to maximize the benefits a LEED® building offers. LEED® is trying to address this by promoting measurement verifications to monitor how a building’s operations change over time as the facility ages. The result? LEED® buildings - top to bottom and beginning to end - become environmentally responsible and sustainable entities. Factoring in all the tax incentives and government programs across Canada, the path towards more LEED® building is becoming easier every year. The more enticing the journey, the more people are going to want to tag along. The benefits are something the public is just going to have to experience. DG


Leadership in Energy and Environmental Design (LEED®), AgriTECH Park, Bible Hill, Nova Scotia

LEEDing by Example Sustainable design is trending in research parks across Canada, and one park in particular is pulling out all the stops at one of their facilities. AgriTECH Park, associated with the Nova Scotia Agricultural College, is putting the finishing touches on their LEED® certified building, the Atlantic Centre for Agricultural Innovation (ACAI). Slated to open this fall, ACAI’s list of green features is impressive. In accordance with a Nova Scotia government mandate that all new government owned and operated buildings attain a LEED® Silver status, AgriTECH Park Director Laurie Sanderson says that the facility will be 50% more efficient than a standard building. “It may seem pricey now, but we know payoff is down the road,” says Sanderson. “It also seems like the responsible thing to do, and I think that’s why the government has taken the first step forward on this initiative.” The building itself has a white roof that reflects light to reduce the need for air conditioning, a solar wall to curb energy costs, daylight sensors for internal and external lighting systems, large and numerous windows to take advantage of natural light and reduce the need for electricity, designated parking spaces for car poolers, bike racks and showers to encourage commuters not to use their cars, and even a pellet boiler.

“we wanted to show innovative uses of energy”

Pellet boilers are an efficient way to produce heat by burning pellets made from wood or grass, all while producing emissions that aren’t harmful to the environment. Besides being very cost effective, ACAI has chosen to implement this uncommon and relatively new technology to show how effective it can be in the hopes of inspiring others. “Going into this project, we really wanted to show innovative uses of energy, and this was one way of putting our money where our mouth was. We’re even hoping to take it one step further and grow our own fuel one day; we certainly know that we can grow grass in Atlantic Canada.” Upon completion, ACAI will act as an incubator for agricultural technology with special infrastructure for food development research. It’s the kind of research that improves the quality of food on people’s dinner tables and can even go so far as to solve world problems. AgriTECH Park is a North American leader in the commercialization of bio-products and green technology. Their focus is on harnessing natural elements in the making of medicines, cosmetics, fuels and food products. Both ACAI and AGriTECH take great pride in the sustainability of their work. When it came time to design, politics aside, it was a mutual decision to LEED® by example. DG


David Johnston Research + Technology Park, Waterloo, Ontario

InnoTECH: Walking the talk While most of the public is only now becoming acquainted with LEED®, many developers have already integrated LEED® into their blueprints. They recognize LEED® buildings not only make environmental sense, they also have huge market potential. And there is no shortage of owners willing to talk about their LEED® status. At the David Johnston Research + Technology Park in Waterloo, Ontario, Adrian Conrad is one such developer. Conrad is a strong advocate of sustainable design and walking the talk. The man behind a number of LEED® buildings at the park, Conrad’s first building on the site, the Accelerator Centre, was built out of a personal passion for sustainability and without referencing a LEED® checklist. Nonetheless, it possessed many sustainable features. When the doors opened in 2004, it had the second largest and most extensive green roof in the country. For Conrad’s next project, InnoTECH, he decided to aim for LEED® certification. He achieved this feat, constructing the first LEED® Gold NC multi-tenant building in the area.

commonplace in many sustainable projects, and it’s not as expensive as it sounds. Bringing such advantages into projects during the design process can help neutralize initial cost and provide longlasting benefits. Combining yearly decreases in energy consumption and increased efficiency with other features and considerations goes a long way toward making a building sustainable. It’s the long-term fiscal upside that makes LEED® very popular in the commercial industry. And while commercial building makes up around 20 per cent of the market, there’s no denying that this formula is applicable to schools, healthcare facilities and private homes. Sustainable design isn’t an exclusive luxury – it’s an option for everyone. And Adrian Conrad has the buildings to prove it. DG

Having successfully built sustainable buildings with and without the LEED® system, Conrad found that LEED® provides a great guideline for developers. Conrad explains, “When we built the Accelerator Centre, we just built it green and not LEED® because we figured it’s just another brand based on green development. But LEED® had really proven itself and earned a positive reputation by the time we began construction on InnoTECH. What you get with LEED® are benchmarks for sustainable design with all the research to back it up.” Many developers believe the misnomer that building green costs more. Actually, on average, the cost only increases about 10 percent if you aim for the base level of LEED® certification. Considering the positives to be gained from building green, cost-benefits far outweigh initial outlay. Conrad constantly considers a building’s inner workings. With skyrocketing energy costs, reducing energy and heat waste can change the bottom line on operational costs for tenants dramatically. For example, traditional buildings use overhead vents to distribute heat, an outdated method that throws away energy and money. Raised access flooring can help. Raised access flooring enables a designer to fit all wiring, cooling and heating ducts underneath the floor, saving dollars in energy costs. The product is becoming


The Centre for Excellence in Advanced Learning and Technology (CEALT), Knowledge Park, Fredericton, New Brunswick

Technology and teaching unite The world has radically shifted from localized industrial, manufacturing and agrarian centers to knowledge-driven, global economics. Timothy Workman, Executive Director at The Centre for Excellence in Advanced Learning and Technology (CEALT), doesn’t think Canada is fully ready to play its part in this revolution. Located at the Knowledge Park in Fredericton, New Brunswick, CEALT is the result of an inspirational collaboration that began with Timothy Workman. The Centre of Excellence opened in August 2011. In this new facility, researchers are studying the benefits of new methodologies and technologies in the classroom and on the job site. Their end product? An agile and productive workforce ready to compete with the best the world has to offer. Timothy Workman’s challenge is to develop a national strategy to prepare an entire generation for today’s economics. CEALT is his preemptive strike against an impending crisis. He believes that the quality and efficacy of its education system is the key to Canada’s future success. Workman’s exposure to education came during 19 years of service as a major in the Canadian Armed Forces. He spent the latter part of his military career working on training and modernization projects which included studies on the merits of using simulation and gaming technology in the military. The research findings were positive; test subjects were able to work more efficiently and reduce errors via the influences of simulation and gaming. Workman extrapolated these findings beyond the military. He believed that using simulation and gaming, combined with other mainstream technologies, could challenge traditional learning strategies and potentially change the landscape of Canadian education. As Workman explains, “Transitioning out of the industrial age requires us to create an adaptable workforce equipped with 21st century skills. The way kids learn today has to do with the weaving of media and technology into day-to-day living. This generation is able to learn and memorize while immersed in media. The methodology isn’t in today’s classroom, and no one is taking advantage of what it has to offer.” Typically, new technologies are viewed as hindrances to productivity and traditional learning styles in offices and classrooms. Workman set out to reverse that ideology. Lacking a national strategy to overhaul the education system, he focused on creating the infrastructure to put the country’s greatest minds together to develop that missing blueprint. With ties in the New Brunswick area and the province’s focus on education, Workman felt it would be a good place to seek out investors. New Brunswick, also a tech savvy province, was home to world-class simulation technologies producer CAE, a company that decided to locate to New Brunswick as a result of the planned CEALT initiative. Other partners included the Knowledge Park, and the University of New Brunswick. Also close by was CPB Gagetown army base where Workman spent his military career and tested his 38

simulation strategies, made possible with products by CAE. For Larry Shaw, General Manager of Knowledge Park and a player in CEALT’s development, the serendipitous collaboration was indicative of Atlantic Canada’s work ethic. “We always feel we need to go that extra mile to be successful and to be better than the initiative next door,” he says. That mentality of maritime fraternity spread quickly; the federal government took note and wanted in on the project. Several other high profile government agencies quickly followed suit, including the Atlantic Canada Opportunities Agency (ACOA) and the National Research Council (NRC). Laura O’Blenis, former General Manager of the Knowledge Park, played a key role in the negotiations. She explains, “This initiative wouldn’t have happened without the province of New Brunswick and the location of the region itself. The reason we were able to succeed was because of the direct effort made by specific individuals here. That’s why it’s in Fredericton and not Ottawa.” Although O’Blenis has since moved on to the private sector as the CEO of her own consulting firm, she remains impressed by what has emerged from CEALT. “It is a total success story,” she says. “Bringing together a cluster of corporate, academic, and government partners clearly demonstrates the importance of collaboration in advancing the knowledge economy. Knowledge Park’s contribution in the process is a great testament to the gamechanging role research parks can have in building a better place for companies and industry sectors to start, grow and stay.” And as Shaw says, it’s easier to achieve results when the driving force to succeed takes root in the hearts and minds of the parties involved. “As Atlantic Canadians, we have a tendency to throw everything into the game. Historically, we only get one shot at things so we make sure we shine when we have the opportunity.” The 15,000 square foot CEALT building will be completed during the summer and see its first tenants move in during August. It’s a collective passion project that’s three years in the making and now these partners in innovation can somewhat sit back and see the benefits CEALT will bring to their country. DG

The Centre for Excellence in Advanced Learning and Technology (CEALT) The field of technology-enhanced learning is a new and growing phenomena; access to new learning tools via technological advancements has and will continue to expand exponentially. Emergent national and international trends on the development, adoption, and commercialization of Advanced Learning and Technology (ALT) is a sector poised to generate billions of dollars in revenue and hundreds of higher paying, higher-skilled jobs in the years ahead as organizations increase their investment and expenditures in technology-enabled learning.

The CEALT initiative is comprised of three core pillars: research and development, capacity generation, and infrastructure development. Collectively, these pillars will establish the foundation for a technology ecosystem that connects ALT partners to the right resources, opportunities, and markets for success regionally, nationally, and globally. Research and Development will be integrated with the technologies and methodologies associated with ALT in order to produce innovative and sophisticated commercial products, services, and practices that enable ALT partners to capitalize on emergent markets.

Capacity Generation will focus on the development and growth of an ALT workforce to allow ALT partners to expand and thrive in a competitive global market.

Infrastructure Development will focus on the development of specialized physical infrastructure to support the research, development, and commercialization endeavours associated with this initiative, as well as the improved alignment of supporting educational and financial programs within a Centre of Excellence organizational framework.


P R O F I L E The Institute for Quantum Computing

The Quantum news Trying to understand, harness and control physical phenomena has always driven discovery, knowledge and new technologies. Though quantum has yet to be fully exploited, our world has already benefited from early research and discovery in the form of now familiar technologies such as MRIs, transistors and lasers. In Waterloo, Ontario, quantum computing research is on the fast track. The Institute for Quantum Computing (IQC) has assembled and continues to recruit some of the greatest quantum minds in the world. These individuals are working together to build a quantum industry that could change the world. Martin Laforest, PhD. and Manager of Scientific Outreach at the Institute for Quantum Computing (IQC), is taking the word of quantum to the street and bringing science to the people. His goal is to open the Institute’s doors far and wide, sharing and explaining what quantum information is and its potential. Through student outreach programs, public open houses, tours, videos and publications, he and his team are putting science out there, preparing the public for the next revolution. “The quantum revolution has untapped potential of tremendous power. My goal is to bring the research done in our labs to the outside world. Although we live in a technology thirsty society, we still need to make people aware of what is coming,” explains Laforest. “Science and pure research are both important,” he continues, “but it is also imperative to understand our goals have long-term reach, 15 – 20 years out. But there will be many innovations and discoveries that may emerge on the research journey that will have more immediate impact, like sensors and cryptography. Each time a pure research discovery evolves into a real-world application, there is an inspired awareness of the potential of the next revolution. And that is part of the story we tell.”

IQC is intent on sharing its science news as it unfolds. They regularly open their doors to the public through annual events, regular tours and other programs. With record numbers coming through, their novel approach is a testament to the public’s curiousity. Located at the University of Waterloo, IQC is a scientific research institute exploring and taming the quantum universe to transform computing and communications. IQC has assembled a critical mass of researchers and students pursuing a wide variety of theoretical and experimental approaches to quantum information. IQC will continue to build a vibrant knowledge community of researchers who will help establish Waterloo and Canada as global leaders in the quantum information revolution. The idea of creating a quantum information research institute in Waterloo emerged in the fall of 1999 during discussions between Mike Lazaridis, Professor Michele Mosca and Howard Burton. Lazaridis, Mosca and Burton envisioned the potential of creating a largescale organization dedicated to researching the theory and implementations of quantum computing. Collaborations between Lazaridis and President of the University of Waterloo, David Johnston, turned the vision into reality. KC



“The Quantum Revolution has untapped potential of tremendous power”

LOCATION: Waterloo, Ontario

P R O F I L E David Johnston Research + Technology Park Less than ten years after then President David Johnston first broke ground in 2002, the David Johnston Research + Technology Park at the University of Waterloo (UW) has experienced unprecedented growth. With Phase One fully committed at 1.6 million square feet, developers are at work completing over 700,000 square feet of additional facilities as the park turns its attention to the next stage of development. Currently, the efforts of the park are focused on the development of the business plan for the second phase of development, covering an additional 68 acres (27.5 hectares). When the R+T Park moved from concept to reality, there was no timeline assigned to the first phase of development. Rather, the focus was on creating a mix of private companies that would work side-byside with entrepreneurs, academics, researchers and government. The vision was to build a community that could embody the spirit and character of the kinds of minds typically attracted to the University of Waterloo, the “Spirit of Why Not?” thinkers

that have made UW one of the most well-known universities nationally and abroad in less than 50 years. As Carol Stewart of the R+T Park points out, “The park was never about the buildings. The buildings were viewed as the places to locate the people, the most important element to the park. The key to our version of success was always finding the right tenants, getting to know them well, then stick-handling connections to inspire innovation and collaboration. With an Executive Board who believed in the value of being hands-on, support at every level kept drawing tenants to the park.” The success of the park, even in its early stage, is already bringing in one hundred plus delegations per year. Colleagues from around the globe are keen to understand the park’s recipe for success. Stewart opens doors to the requests, taking visitors around the park and to the adjoining university campus on a regular basis.

“I can never say no to an opportunity,” explains Stewart. “They want to know about our success, and we are happy to share. We teach them what we do, and I talk about what we could have done better. We’ve learned from our mistakes, and if we can help someone not make the same ones, that’s important.” “While they learn from us, we are also working to make a better Canada for everyone. The parks work as a national network, leveraging individual strengths as much as possible. With over 26 research and innovation centres across the country, all with their own areas of expertise, we are creating solid and diverse landing spots for businesses who come to our country,” continues Stewart. “We each know what we are, where our strengths lie and with a collaborative outlook, we know where to make a fit work best. And that is a good thing for all of us.” KC

Creating a technology playground

“The Spirit of Why Not?”

WEBSITE: | LOCATION: Waterloo, Ontario 41

P R O F I L E Discovery Parks

More than buildings A Vancouver-based company, Discovery Parks has built and currently oversees a research park development encompassing more than 2 million square feet of facilities. Tenants in the park are dedicated to technological advancement and collectively represent millions of dollars of investment in British Columbia’s tech industry. The park’s existence is a testament to a very different approach to research and technology. Typically, research parks are affiliated with and operate through academic institutions. As a privately funded and operated business, Discovery Parks is an anomaly that is making an impact on the province’s economic development through an unconventional method. Discovery operates using a distinct two-tier system. Tier 1 provides specialized infrastructure designed for tech startups and the commercialization of academic research. The secondary tier is focused on the commercial industry, building and managing facilities meant for private enterprise. Because Discovery does not receive government funding, they realize profits from their commercial projects then infuse that money back into their post-secondary partners and various other initiatives.

Mark Betteridge, CEO of Discovery Parks, believes that supporting a strong tech industry in British Columbia right now will pay untold dividends in the future for the entire province. He hopes to one day see the type of collaboration undertaken by Discovery happen on a national scale. “If you look at other countries around the world, they’re already way ahead,” explains Betteridge. “They have government, industry, and corporations all working together. We need that across all regions. A healthy tech industry requires focus, support and funding. There shouldn’t be any competition between our own communities.” Betteridge is passionate about his job because he’s directly connected to many bright minds aiming to make the world a better place. He knows what resources the minds inside tech companies and research organizations demand to be successful. He understands the tech community requires much more than just facilities. To satisfy that need, tech start-ups located at Discovery Park receive the support and specific resources that address their unique requirements, whatever they are.

Discovery Parks doesn’t just see things differently, they do things differently. They are a new breed of developer, one with a vested interest in doing whatever it takes to make sure tenants succeed and prosper.

It starts with infrastructure. Companies can rent a fully equipped office space, lab, or single cubiclewhatever they need to get to work immediately. But working with Discovery gives a company an advantage far beyond space, desks, chairs and a phone line. They connect you to the people resources, funding avenues, experienced expertise and all the extras the technology industry has to offer. “Aside from a place to go to work, you need to know the right people to work with,” explains Betteridge. “If you come into one of our buildings, we can network you into angel investors, venture capitalists, tech industry associations and much more.” Discovery Parks is also deeply invested in education. With the recognition that young growing minds need to be fed, the park has given more than $14-million to postsecondary institutions within the province since 1979. They understand that paying attention to the quality of education is a philanthropic investment in the province’s future. Always on the lookout for new investment opportunities, Discovery Parks continues to grow as an important player in the advancement of British Columbia. Their support of the local technology industry is making a case for the province as a worldclass leader in innovation. DG

WEBSITE: | LOCATION: Vancouver, British Columbia 42

P R O F I L E Province of New Brunswick

Take a second look at New Brunswick “everything is in the cloud and all the selling you do is online”

Everyone knows New Brunswick is a beautiful place to live in. And while it’s known for its rolling green hills, winding highways, and more than 1500km of Atlantic coastline, the maritime province is growing a reputation for business that shows no sign of slowing down. New Brunswick can lay claim to low business costs, low corporate taxes and great wage subsidies. But it’s not all about that for Mike Leblanc, CEO of Chalk, and Marcel Lebrun, CEO of Radian6, two successful businessmen who know the province and its advantages intimately. Both entrepreneurs chose to build their tech businesses in the best location they felt possible, which just happened to be New Brunswick. LeBrun and LeBlanc both understood that the province was committed to supporting tech companies in all possible ways. Partnerships in the province with research centres, such as the Knowledge Park, were integral in developing a culture where new companies have the confidence to grow and become leaders in their industry. At Chalk, LeBlanc and his team developed Chalk Pushcast Software, a product directed towards BlackBerry smartphones that allows users to access content from their office anywhere in the world through a common application. LeBlanc first dealt with Chalk as a client through a customer support company he had been trying to get off the ground. This was in 2006 when Chalk was still based in Vancouver. They offered

LeBlanc a senior position, and he convinced them to bring the research and development team to New Brunswick. He knew it was the right place to assemble the right minds for the business.

“We’ve been so successful here because we’ve had the same research and development team from the beginning. You get a lot more productivity that way,” he says.

Getting down to work, Chalk made a name for itself in tech circles while growing to more than 70 employees. RIM took notice of Chalk’s products and made them a subsidiary company in January 2009. Major expansion plans are now in the works within the Knowledge Park’s new infrastructure plan.

There was a time when businesses like Chalk and Radian6 may have felt pressured to relocate from a city like Fredericton or Moncton to bigger markets like Toronto and Montreal, or American markets such as New York and Boston, but those rules don’t necessarily apply anymore.

According to LeBlanc, it wasn’t just their innovative software that attracted the mobile device giant so successfully. “They saw what we were doing and not only wanted to acquire the product, but wanted to take on our expertise,” he explains. The expertise he attributes to Chalk’s success is what brought LeBlanc to the province. “I just knew that you have to go where the talent is, and it was where I could find the right people for the job,” explains LeBlanc. “And there’s definitely a lower turnaround time here than in more competitive markets, so you get to work with the same team over a longer period of time.” Echoing that sentiment would be Marcel LeBrun, CEO of Radian6. Lebrun’s New Brunswick-based company offers social media solutions for businesses. They were so good at it that they caught the attention of, a cloud computing company in San Francisco.

“About 95 per cent of our market is in the United States. In my business, everything is in the cloud and all the selling you do is online so geography becomes less important,” says LeBrun. “We just need more people taking shots,” Lebrun continues. “If one person scores, everyone else on the team is going to know they can do it too.” Specialized infrastructure and resources are being allocated to ensure that New Brunswick will turn out more Chalk and Radian6 success stories for a long time to come. When you choose to work in a place like New Brunswick you get more than just inexpensive operating costs and great tax incentives, you get the backing of a province that wants to see you through to the finish line. DG

WEBSITE: | LOCATION: New Brunswick 43

P R O F I L E Robertson Simmons

Collaborative Architecture:

Defining Good Design

Collaboration may seem a logical approach to architectural design, but marrying great architecture and client vision does not happen without a special kind of listening. Fortunately, Robertson Simmons Architects Inc. (RSai) has a unique approach to how they define and create their designs that harmoniously syncs client need with design.

Since RSai’s first RIM project, they have continued designing buildings and interiors through a number of projects for the company. Each time, RSai partners Robertson and Simmons have pushed RIM building designs to the next level. They introduced RIM to LEED™ building and assembled a specialized palette of materials, to create a campus feel to the building brand and ensure each unique RIM design remained a part of the same architectural family.

According to co-owner Laird A. Robertson, “For us to create good design, the ideal is to work with our clients to create an environment where we can both bring ideas to the table. We’re charged with building their brand, whether corporate or personal, and our approach to architecture must reflect that brand. Our job is to absorb the client’s needs then combine that with our knowledge and vision to produce an end result that transcends both of us. The ultimate realization is designing what a client wants, just the way it should be.”

RSai’s approaches all their work with the philosophy that design involvement does not end when a project is complete. As Robertson explains, “We understand what we design will stand for years to come, so the true test is not just the aesthetics of the design, but its lasting power. We understand wear and tear and what climate can do to architecture. Our choices in materials and the decisions we make have to encompass that sense of longevity to create something that is of its time - yet timeless.”

The range of RSai’s practice includes architectural, urban design and interior design services with three core design specializations: corporate office buildings, academic buildings – universities, colleges and schools - and commercial enterprises. Expending upon their current range, RSai is also developing niche specialties with community health and data centres. Explains Robertson of their niche projects, “The work is fascinating, particularly data centres which require an incredibly specialized design process. These kinds of buildings have huge mechanical power issues; the buildings generate a lot of heat and use a lot of power. We have to provide for interesting challenges such as incredible cooling capacity and batteries that cover power outages, which must then go off when generators kick in.”

“Our job is to absorb the client’s needs then combine that with our knowledge and vision to produce an end result that transcends both of us”

What the firm has learned over their history and demonstrated through their work is that there is no reason they cannot compete in any market. Understanding their ultimate goal is to create designs for clients by clients, with their talent guiding the process , has given RSa a transferable skill set that allows them to listen and build for any client and any need. And that makes for good design. KC

In 2007, the firm’s talent and growing reputation brought them to the attention of one of the fastest-growing companies in Canada, RIM. “Through good fortune, we were given an incredible opportunity,” says partner and co-owner Patrick Simmons. “RIM came to us with the typical laundry list of building requirements as well as a very special one: Speed. Their tremendous growth had them outgrowing buildings as quickly as they could build them. We rose to their challenge and created a hyperspeed process to fast-track the design/build process to have their facility up and running on their schedule.”

WEBSITE: | LOCATION: Kitchener-Waterloo, Ontario 44

P R O F I L E MaRS Discovery District

What is MaRS? MaRS helps good ideas grow into great next-generation companies. Since 2005, MaRS has worked directly with hundreds of Ontario entrepreneurs, providing them with business advice and mentorship, education programs, market research and access and connections to capital. By collaborating directly with entrepreneurs, MaRS is helping to develop the high-potential companies that will grow into Canadian and international market leaders. MaRS works with start-up companies in five areas: life sciences and health care; information technology, communications and entertainment; cleantech; advanced materials and engineering; and social purpose businesses. MaRS is a not-for-profit registered charity. The MaRS Centre Located in the heart of downtown Toronto, the MaRS Centre is anchored by the original brick façade of the Toronto General Hospital. At one time scheduled for destruction, the Heritage Building was purchased in 2000 by the MaRS College of Founders—13 individuals and organizations who stepped in with a bold vision for the site: to develop it into a hub for Toronto’s Discovery District. The MaRS Centre is home to more than 80 organizations from across the innovation spectrum, including multinational companies, professional service firms and technology start-ups. The MaRS Centre also acts as a destination of choice for seminars, meetings, conferences, educational sessions and cultural events for companies, the public sector and Toronto citizens.

Welcome to MaRS Founded: 2000 - opened in 2005. Current: approx. 700,000 square feet with more than 80 public and private sector tenants.

Expected Growth: 1.5 million square feet upon completion of Phase II development Activity: approx. 10,500 meetings, conferences, and events have taken place at MaRS since 2006, with more than 430,000 attendees and international delegations from over 30 countries around the globe.

Educational programs include Entrepreneurship 101, the Best Practices series, the Future of Medicine series, Mobile Mondays at MaRS, the Peer to Peer series, and the Global Leadership series. 87 educational entrepreneur events were programmed or delivered by MaRS to a cumulative audience of over 8,000 people in 2010. attracted over half a million pageviews in 2010.

Advice and Mentorship Through an exceptional team of staff and volunteer advisors, MaRS provides advice and mentorship to meet the diverse and unique needs of start-up companies. These advisors are seasoned professionals with exceptional business and entrepreneurial experience.

Education MaRS education programs are designed to encourage innovation, collaboration and life-long learning. Available both in-person and online, MaRS offers ongoing events including Entrepreneurship 101 (a free 30-week course that provides essential information for emerging entrepreneurs), the Best Practices series (which delivers insights for science, technology and social innovation entrepreneurs) and more. MaRS education programs help entrepreneurs build their knowledge base, learn from those who have “been there” and network with others of like mind. Online options include the smart and simple Entrepreneur’s Toolkit, in which articles, videos, podcasts and workbooks help small technology and social purpose companies grow into something more formidable over time.

Capital MaRS administers an early-stage seed fund, hosts regular angel and venture capital forums and has developed partnerships with multiple sources of international capital - all of which have resulted in significant capital invested in their client companies. In 2010, MaRS clients raised over $107.6 million in capital from angel and venture capital investors, government programs and other opportunities. KC

1200 Total number of MaRS clients since 2006 700 N umber of active clients in MaRS’ portfolio* 900 C ompleted market research requests for over 800 companies and entrepreneurs* 9000 Hours of mentorship provided* *as of Dec. 31, 2010

WEBSITE: | LOCATION: Toronto, Ontario 45

P R O F I L E Tate ASP Access Flooring

What lies beneath We’ve all heard one of several familiar office rants: It’s too hot. It’s too cold. It’s just not a user friendly environment. Many office environments have similar stories and the primary complaint usually revolves around individual comfort. Most office environments are controlled from one thermostat which manages the entire space. It’s a difficult way to please everyone and ensure a happy and productive environment. At its worst, it can make people dread coming to work or even less motivated to accomplish anything when there. This translates into lost dollars in the form of non-productive work time. But what if occupants were able to control their own personal workspace environment and that system also allowed for increased HVAC efficiencies and lower energy costs? Tate ASP Access Floors is a company breaking the mold by offering clients an innovative, environmentally responsible and cost effective

way to condition their space. They do it by reversing the typical approach to delivering conditioned air.

is returned to the mechanical system through ceiling mounted returns. Power and voice/data systems are also placed under the floor and are terminated at floor boxes conveniently located near the occupant. The air diffusers and power/voice/data boxes are completely flexible and movable. Carpet tile or other finishes cover the floor for a beautiful look that compliments the unique system underneath. Tate is the largest manufacturer of raised floor systems in North America and is seeing their growing group of products being designed into some of the most technologically advanced buildings in North America.

“As a developer specializing in space solutions for high tech companies and green development, the Cora Group Inc. builds leading edge facilities. Our current and future projects in the University of Waterloo’s David Johnston Research + Technology Park must meet strict guidelines for LEED Gold certification, tenant comfort, and flexibility. Our latest building is the first LEED Gold NC certified multi-tenant office building in Southwestern Ontario; installing a raised floor system in this building was fundamental to our achieving this designation. The raised floor is part of the building systems delivering energy consumption far below comparable buildings. Occupant comfort is increased with individual control, and with all cabling and wiring under the floor, the system is highly flexible. Our current developments and soon to be announced development all include raised floor systems.”

“We’ve been yelling from the mountain tops for years that supplying air and technology in the floor plenum allows architects to design a hugely flexible and adaptive environment for their clients while lowering costs and improving indoor air quality and comfort. It helps that the LEED® (Leadership in Energy and Environmental Design) certification program recognizes under floor air distribution as a sustainable and effective design strategy.” The message is getting through. The new Bank of America tower in Manhattan and the RBC Centre in Toronto, two of the most technologically advanced commercial buildings in the world both have raised floors on every floor. Millions of square feet! And other developers and tenants are taking notice.

“Typically, office buildings are fitted with air diffusers located in a drop ceiling. These Raised flooring systems are evolving systems require increased ductwork and fan as building designs evolve. “Our horse power to bring the air to the space. The products are designed to make the system works overtime and wastes energy work space an easier place to work as the entire space is conditioned.” Peter in while increasing the building’s Buskermolen, Tate ASP’s Business Development Adrian Conrad, President The Cora Group Inc. asset value and lowering operational Manager, has a very interesting job. His HVAC costs.” At the end of the day, focus is to educate architects, engineers and however, it’s really more about the people inside that building. “Simply developers on the benefit of Under Floor Air Distribution or UFAD. “Paying put,” Buskermolen says, “happy workers are productive workers. If people money to condition all the air in a space just doesn’t make sense. Some are happy where they work, it’s much easier to harvest their potential and older buildings requiring a retrofit have 20 foot high ceilings. Who works up keep them around.” With the competitive nature of today’s global business there? No one.” Engineers and building owners are embracing the concept environment, every facet of productivity must be considered. Solutions of UFAD as it only conditions the occupied zone or area where people work, such as Under Floor Air Distribution are a step toward changing office that being the first 6 feet. The Raised Access Floor creates an interstitial conversation from rants to raves. space for conditioned air to be distributed to the room via floor mounted air diffusers at the occupant zone. The air naturally rises through the space and

WEBSITE: | LOCATION: Oakville, Ontario 46

P R O F I L E Ken Daley Canada NOW commissioned Ken Daley to create a piece of art for this year’s cover using his unique approach and artistic interpretation of the magazine’s theme. From as far back as he can remember, Ken Daley was certain of one thing: he would live his life as an artist. As Ken explains, “Art is what I am.” Ken draws inspiration for his work from his Caribbean roots, his life experiences and the people and cultures he encounters along the way. He explores art through different styles and materials – oil, acrylic, ceramic tiles and wood - each one spilling onto and infusing the other. His work is an explosion of colour and emotion, indelibly marking forever impressions onto the mind of the viewer. Ken Daley was born in Cambridge, Ontario to parents who emigrated from Dominica, West Indies. Ken is an honorary graduate from the Art Centre of Central Technical School as well as an architectural technology graduate from Humber College. He has exhibited his artwork within Canada and the United States, and his work can be found in numerous private collections. Ken has been featured in many print publications as well as on television and radio. KC Prints of Ken Daley’s “Scales of Innovation” are available for purchase starting at $120 for a 16 x 20 print. Contact Ken directly at to order yours.


Ken Daley: Artist at Work

“Art is what I am.”


O V E R V I E W Canada’s research and technology parks

Vancouver Island Technology Park

Great Northern Way Campus

The Park is a major centre for technological activity, and is easily accessible from Vancouver, Seattle, Portland, San Francisco and other Pacific Rim locations. VITP concentrates on partnerships with organizations such as the IDC, VIATeC, NRC-IRAP, and universities and colleges to better assist the hi-tech community. VITP remains passionate about creating jobs for the people of the province.

Great Northern Way Campus (GNWC) is an emerging digital village destined to change the way people think about art, science, learning and commerce. GNWC is a collaboration of British Columbia’s best educational institutions and some of the most creative businesses in the world. GNWC will act as a catalyst that generates jobs, ideas and applications.

A f f i l i at i o n :

A f f i l i at i o n :

University of Victoria L O C A TI O N :

Victoria, British Columbia A University of Victoria Enterprise

University of British Columbia, Simon Fraser University, British Columbia Institute of Technology, Emily Carr University of Art + Design L O C A TI O N :

Vancouver, British Columbia

Discovery Parks

Calgary Technologies Inc.

Discovery Parks designs and builds commercialization and research facilities for the benefit of British Columbia. Park tenants are leading edge technology companies in the business of improving the world we live in. Buildings are situated on three post-secondary campuses, and each is designed to meet the specific needs of the technology industry.

Calgary Technologies Inc. (CTI) was developed to assist entrepreneurs by helping to accelerate the success of their technology company. Through their partnerships with the City of Calgary, the Calgary Chamber of Commerce and the University of Calgary, CTI will discover new opportunities and build connections with other companies within sectors.

A f f i l i at i o n :

A f f i l i at i o n :

British Columbia Institute of Technology, Simon Fraser University, & University of British Columbia L O C A TI O N :

Vancouver, British Columbia 48

University of Calgary L O C A TI O N :

Calgary, Alberta

Edmonton Research Park

Innovation Place

The Edmonton Research Park (ERP) is a world-leading hub of innovation. The park is set in a beautiful, spacious campus in south Edmonton, 15 minutes from the centre of Alberta’s capital city. More than 1,500 people work for nearly 55 companies at ERP, engaged in advanced research in medicine, biotechnology, software, petroleum research, cold climate engineering, nanotechnology and clean energy.

Established in 1980, Innovation Place is one of the most successful university-related research parks in North America. The main park is located in Saskatoon, Saskatchewan, on 80 acres adjacent to the University of Saskatchewan. The park builds on the institution’s strengths in agriculture, information technology, and environmental and life sciences. Innovation Place in Regina is home to 33 clients and employs more than 1,000 people.

A f f i l i at i o n :

A f f i l i at i o n :

University of Alberta L O C A TI O N :

Edmonton, Alberta

University of Saskatoon & University of Regina L O C A TI O N :

Saskatoon, Regina and Prince Albert, Saskatchewan


University of Western Ontario Research and Development Park

Smartpark’s high-tech focus contributes to an environment and culture that encourages entrepreneurs and university graduates across many disciplines to stay in Winnipeg and Manitoba. Over the last five years, Smartpark Research and Technology Park has stimulated over $100 million in capital developments. The park is home to 20 growing companies in various high-tech sectors.

The park’s mission is to advance business and society by facilitating access to the “innovation inputs” that accelerate economic growth for business and the social well-being of the markets in which they operate. The park’s vision is to become the pre-eminent accelerator of innovation and technologybased economic development through the creation of projects, services, and ventures that generate diversity and global opportunities for the region.

A f f i l i at i o n :

University of Manitoba L O C A TI O N :

Winnipeg, Manitoba

A f f i l i at i o n :

University of Western Ontario L O C A TI O N :

London, Ontario (Sarnia, Ontario)


O V E R V I E W Canada’s research and technology parks

David Johnston Research + Technology Park University of Waterloo

Sault Ste. Marie Innovation Centre

The University of Waterloo is committed to creating a unique community-based Research Park, whose mandate is to foster radical innovation. The high ambition of the park is supported by a comprehensive partnership among the University, the Government of Canada, the Province of Ontario, the Region of Waterloo, the City of Waterloo, Communitech Technology Association, and Canada’s Technology Triangle.

The Sault Ste. Marie Innovation Centre acts as a catalyst for change in the Algoma District. Committed to strengthening and diversifying the regional economy, the Centre supports science and IT start-ups in the alternative energy, bio-economy, water, video gaming, GIS and health informatics sectors, directs leading edge research between academia, industry and government, and develops strategic sectors aligned with areas of community strength.

A f f i l i at i o n :

University of Waterloo L O C A TI O N :

Waterloo, Ontario

A f f i l i at i o n :

Algoma University L O C A TI O N :

Sault Ste. Marie, Ontario

University of Guelph Research Park

McMaster Innovation Park

The University of Guelph Research Park is anchored by three key institutions, including the University of Guelph, one of Canada’s most acclaimed and research intensive universities. The university’s research influence, partnered with provincial and federal support, has impelled strong and manageable growth. Park tenants’ interests include medical and pharmaceutical research and development, agriculture, technical services, environmental services and information technology.

McMaster Innovation Park is the place where visions are realized, and ideas are transformed into commercial opportunities. Branching off its reputation as a prestigious research centre, McMaster University is transforming vacant fields and warehouses into a research centre of excellence. McMaster Innovation Park will create an environment that facilitates innovation, encourages successful collaboration and aligns with the research strengths of McMaster University.

A f f i l i at i o n :

A f f i l i at i o n :

University of Guelph L O C A TI O N :

Guelph, Ontario


McMaster University L O C A TI O N :

Hamilton, Ontario

MaRS Discovery District

University of Ontario Institute of Technology Research Park

MaRS Discovery District began with a vision to create social and economic prosperity through the creation of successful global businesses for science and technology in Canada. Much of the ideas and innovations that have emerged from MaRS since its inception have stemmed from the collaboration and exploration of like-minded people sharing new ideas with new technologies.

The University of Ontario Institute of Technology (UOIT) has developed a new strategic research plan focusing on five primary research themes: Community and Social Wellness, Sustainable Energy, Applied Bioscience, Automotive, Materials and Manufacturing, and Information and Communication. As a young institution in a highly competitive research environment, its research performance has been unprecedented.

A f f i l i at i o n :

University of Toronto L O C A TI O N :

Toronto, Ontario

A f f i l i at i o n :

University of Ontario Institute of Technology L O C A TI O N :

Oshawa, Ontario

Innovation Park at Queen’s University

Technopole Maritime du Quebec

Innovation Park at Queen’s University is a community of innovators and specialists where academic, industrial and government researchers work together to cultivate ideas, identify and transform important technological discoveries and, with the aid of commercialization and market development experts, propel innovations onto the marketplace. Innovation Park has emerged as the vehicle to drive and accelerate university-industry interaction and create vibrant research and innovation forums.

TMQ is intent on creating a stimulating environment for the sustainable development of marine resources, sciences and technologies by promoting and reinforcing the capabilities and competencies of the Quebec Maritime’s institutions and industries. TMQ plays a leading role in developing the network by building bridges between researchers, entrepreneurs, innovators and experts to convert marine know-how into high added value products, goods and services.

A f f i l i at i o n :

A f f i l i at i o n :

Queen’s University L O C A TI O N :

Kingston, Ontario

L’Université du Québec à Rimouski L O C A TI O N :

Rimouski, Quebec


O V E R V I E W Canada’s research and technology parks

Quebec Metro High Tech Park

Laval Technopole

The Quebec Metro High Tech Park is where people work, live, and create. The park boasts nearly one hundred business and research centres. The focus of expertise in the park encompasses optics, phototonics, electronics, life sciences, new materials, environment technology, information technology, and wood technology. With its partnerships, the park is able to provide profound research and development services and support the development of new and recognizable organizations.

Mandated by the City of Laval, Laval Technopole promotes economic development by attracting new investments, hosting companies and supporting those in its region. Services offered to businesses in Laval include internationalization, real estate development, financing, marketing, consulting and training. Laval Technopole’s goal is to promote and ensure economic development.

A f f i l i at i o n :

Collège Montremorency, McGill University, University of Montreal, University of Quebec

Universite Laval L O C A TI O N :

Quebec City, Quebec

A f f i l i at i o n :

L O C A TI O N :

Laval, Quebec

Technoparc Montreal

Longueuil Economic Development

Technoparc Montreal at St. Laurent is the City of Montreal’s research and development site and Canada’s largest operating R&D park. It has achieved one of the highest rates of growth in North America over the past few years. Technoparc Montreal is also a strategic partner with the City of Montreal and is helping to realize Montreal’s vision of being a world-class, knowledge-based city and a hub of creativity and innovation.

The mission of Longueuil Economic Development (LED) is to strengthen its role and economic significance in the Greater Montreal area by maintaining, developing and attracting businesses, and creating quality jobs.

A f f i l i at i o n :

Concordia University, McGill University, Collège Vanier, Cégep Saint-Laurent L O C A TI O N :

Montreal, Quebec


A f f i l i at i o n :

University of Quebec at Trois-Revières, Champlain Regional College, University of Laval, McGill University, Université de Sherbrooke, University of Quebec at Montreal L O C A TI O N :

Boucherville, Quebec


Innovation Park at the Université de Sherbrooke

The Varennes Novoparc is a green and renewable energy innovation centre. The Novoparc merges the vision of its executive team with the scientific and industrial know-how of leading sustainable development corporations. Novoparc’s expertise in this sector, combined with its world-class infrastructure, available land, tailored regulations, and support for new businesses has allowed the area to become a North American leader in alternative and renewable energies.

The Innovation Park provides a hub for regional, national, and international scientific research and development activities. The Park’s networking efforts between private companies, government entities, and researchers from Université de Sherbrooke have stimulated and created unprecedented breakthroughs in the clean tech, sustainable development, environment, IT, communication technology, and micronanotechnology sectors.

A f f i l i at i o n :

A f f i l i at i o n :

L O C A TI O N :

Sherbrooke, QC

Innoparc de Lévis

Technoparc Bromont

With construction set to begin later this year, the Innoparc will hold about 75 innovative businesses in sectors such as agri-foods, agrobiotechnology, energy efficiency, environment, micro-nanotechnologies, nutraceuticals, robotics, and transport logistics upon completion. Associated with the Québec Metro High Tech Park, the Innoparc offers direct and privileged access to organizations focused on R&D and technology transfer within the region. The Innoparc is well positioned to welcome its first tenants in summer 2012.

Located in the region with the highest concentration of employment in the microelectronics sector in Québec, the Technoparc is home to businesses in microelectronics, aeronautics, environment, nanotechnology, new materials, and renewable energy. Committed to establishing an environment conducive to the consolidation and development of leading edge companies, the Technoparc acts as a planned research and prototyping centre, provides incubation programs, and places high priority on IP protection.

A f f i l i at i o n :

A f f i l i at i o n :

Centre d’études collégiales de Varennes (Sorel-Tracy CÉGEP) Varennes, QC

Québec Metro High Tech Park L O C A TI O N :


Université de Sherbrooke L O C A TI O N :

Université de Sherbrooke L O C A TI O N :

Bromont, QC 53

O V E R V I E W Canada’s research and technology parks

St. Maurice Valley Technology Park

Technopole de Thetford

The Saint-Maurice Valley Technology Park’s mission is to support and promote technological innovation. The park supports and promotes technological innovation and focuses on the development of new responsive business practices. Actions are guided through the support and development of innovating companies, networking initiatives with key players, contributions to the development of regional technological procedures, and the promotion of innovation within Trois-Rivières.

The Technopole de la région de Thetford facilitates the development of strategic partners by fostering new research opportunities and technological development with the ultimate goal to advance discoveries through the commercialization process. The park creates new possibilities by collaborating with different researchers, evaluating technological transfer opportunities, and protecting the intellectual properties of researchers.

A f f i l i at i o n :

University of Quebec at Trois-Riveires L O C A TI O N :

A f f i l i at i o n :

Cégap de Thetford L O C A TI O N :

Trois-Rivieres, Quebec

Thetford Mines, Quebec

Agritech park

Knowledge Park

AgriTECH Park is Atlantic Canada’s “Bio-economy Village” serving as the commercialization wing of its neighbouring academic institution, the Nova Scotia Agricultural College (NSAC). The Park’s mandate is to provide the fertile environment necessary to grow and develop innovative bio-economy products, services and technologies within the agri-food, marine and environmental sectors. Located on a 65 hectare section of rural property, the park offers flexible leasing and business support services for new bio-science enterprises and growing businesses.

The Knowledge Park is designed to grow the knowledge industry in the Province of New Brunswick. Its principal objective is to provide clustering opportunities for companies that are engaged in the research, development and application of technologies related to such fields as information technology (IT), biotechnology, education, engineering, health care, forestry and agriculture.

A f f i l i at i o n :

Nova Scotia Agricultural College L O C A TI O N :

Bible Hill, Nova Scotia 54

A f f i l i at i o n :

University of New Brunswick L O C A TI O N :

Fredericton, New Brunswick

D I R E C T O R Y Canada’s research and technology park tenants British Columbia Vancouver Island Technology Park Advanced E-Commerce Research Systems (AERS) Inc. Alberta Innovates Technology Futures BC Ambulance 911 Dispatch Boardwalk Communications BCTIA Center 4 Growth CISCO Systems Inc.

Great Northern Way Campus

Blackboard Educational (Canada) Corporation

British Columbia Institute of Technology, Centre for Architectural Ecology

Blue ION Water Technologies

Bruce Voyce Sculptures Burrito Brothers

BN Pharmaceuticals Inc.



Electric Autosports Inc. (EAS)

Boreal Genomics

Evergreen Foundation Full Circle

Compugen Inc.

GNWC Scene Shop shop

Cebas Visual Technology Inc.

Great Northern Way Campus Trust

Digital Cavalier Technology Services Inc.

Justice Institute of British Columbia, Vancouver Campus

Gas Power Technologies Geffen Gourmet Catering dba HardDrive Café Genologics Life Sciences Software Inc. Gilbert Gilkes and Gordon Ltd. HP Advanced Solutions Inc. www.edsadvancedsolutions. com

Blue-O Technology Inc.

Masters of Digital Media Stage Door Deli UBC Properties Trust University of British Columbia, Department of Art History, Visual Art and Theory

Cardiome Pharma Corporation Clinical Media Ltd. Computational Geosciences Inc. Conquer Mobile Convergent Manufacturing Technologies Inc.

Poncho Wilcox Engineering RevenueWire Inc. SOHO Computer Services Ltd. Treq Innovations Inc. UVic Genome BC Proteomics Centre VIATeC Vifor Pharma/Aspreva International Vigil Health Solutions

Association of Professional and Administrative Staff at UBC

Naegis Pharmaceuticals Inc.

Calgary Technologies Inc Advantage Insight Group Incorporated

Coalese Corporation CMG Reservoir Simulation Foundation Cirriform Infoworks

The Investment Exchange Corporation www.theinvestment iNovia Capital IQ Claims ITRES Research Limited

Computer Modelling Group (CMG)

iphone Dev Camps (formerly Ikingdom) http://calgary.

Alberta Advanced Education and Technology

Critical Path Business Consulting Limited

MacKenco Ventures

Philips Ledalite architectural Products


Digital Homes Canada Incorporated

Eaton Arrowsmith School www.eatonarrowsmith Eaton Learning Centre www.eatonarrow enGene Inc.

First Sustainable Fish Farming

Goodall Rubber Corporation of Canada

Hothead Games Innovative Targeting Solutions Inc. Institutional Programs Office institutional-programs-office Integrio Systems

PrioNet Canada Protox Therapeutics QLT Inc. Qu Biologics Quartz Imaging Corporation RhinoPharma Sauder School of Business SBW Systems Biology North America Ltd. Secodix SFU Venture Labs www.ventureconnection.

International News JFL Biopharm Inc.

Solegear Bioplastics Inc.

BC Aquatic Food Resources

KalGene Pharmaceuticals Inc.

Starbucks Coffee

BioteQ Environmental Technologies Inc.

Lifebank Cryogenics Corporation

Bishop & Company (Judy Bishop)

Lignol Energy Corporation

Backbone Systems


CTREF/Advantage Insight Group

Paragon Testing Enterprises

Sky Research where_we_are/vancouver. html

Augurex Life Sciences Corp

Zecotek Medical Systems Inc.


Dr. Sherri Hayden


ARC Medical Devices

MyArtChannel Canada

Zalicus Pharmaceuticals Ltd.

Innovative Licensing & Promotion Incorporated

Level Up Society of Alberta


3AG Systems Inc.

MS/MRI Research Group

Welichem Biotech Inc.

CANATEC Associates International Limited

Inico Technologies Limited

Complex Systems

JASCO Research Ltd.

MS Govern

MSI Methylation Sciences Inc.

Wax-it Histology Services Inc.

Calgary Laboratory Services

Innervision Medical

Aksys Networks Incorporated

Vancouver Community Laboratory


Motion Metrics International Corporation

V7 Entertainment Inc.

InfoTech Alberta

Pacific Educational Press

ImmunoPrecise Antibodies Ltd.

Maxxam Analytics

Mold & Bacteria Consulting Services www.moldbacteria

UBC University-Industry Liaison Office

Calgary Technologies Incorporated Toastmasters Club

Impac Services LLC

Del Mar Pharmaceuticals


Discovery Parks

Mingleverse Laboratories Inc.

UBC Office of Research Services

Calgary Council for Advanced Technology (CCAT)

Danz Gourmet

EnWave Corporation

LifeLabs Medical Laboratory Services

Metafor Software

Terramera BioSciences

Novation Pharmaceuticals Inc.

University of British Columbia, Department of Physics and Astronomy

HP Enterprise Services Canada

Mark Betteridge & Associates/Discovery Parks

Mark Anthony Group

Superna Life Sciences SustaiNet Software Solutions Inc. Tech BA

Alberta ICT Council Alberta Innovates Technology Futures Alberta Sulphur Research

Digital Media Association of Alberta (DMAA) Esmart DMS EcDev Solutions Limited

Maxima Divestitures Merrell Clinic Mirano Systems Inc. Mobile Dexterity Inc.

Esso Research

Mpowrx/Tech Avenue ventures

Eli Lilly Canada Incorporated

National Research Council index.html

ASTech Awards Foundation

Exceptional Webinars www.exceptionalwebinars. com

Nalco Canada Incorporated

Baseband Technologies

EUB Core Research Lab

New Energy Corporation Incorporated

Avenir Software Incorporated

Fame Biorefinery Corporation

NxGen Networks Incorporated

Axial Information technologies

Genome Alberta

Optem Engineering Inc.


OME Group

Graham Davies Geological Consultants Limited (GDGC)

O.G.C. Incorporated

Area 51 Argon Venture Partners Asequa Incorporated

Betach Solutions Incorporated Blubrown Communications Inc Brightsquid Dental Business Maestros Information Technology

Grey Fox Associates Incorporated Harvest Ventures Incorporated

Orpyx Medical Technologies Omnibus IP Incorporated The Osborne Group Pyxis Innovation

Big Picture Seminars

Hatsoft Incorporated

Canada Food Inspection Agency

The Idea Garden

Pragmatic Solutions Limited

ilearn Solutions Incorporated

Preo Software Incorporated


D I R E C T O R Y research and technology park tenants PCC Group PricewaterhouseCoopers LLP Process Pathways Protroleum Technologies Limited

The Centre for Innovation Studies (THE CIS) Tricon Solutions Incorporated Trusted Positioning www.trusted TSG Technologies

Epsilon Chemicals Ltd.


Fission Media Group

Innovation Place (Saskatoon, Regina, and Prince Albert)

Frontech Solutions Inc.


HeadCount Corp.

2020 IT Solutions Corporation

IMBiotechnologies Ltd.

24hr Assistant



AdeTherapeutics Incorporated Advance-Tek Consulting Incorporated

Psyko Audio Labs Inc.

UDAX Limited

QuIC Financial Technologies Incorporated

University Technologies International Incorporated

Rad3 Technology

Van Horne Institute

J.A.R. Pharmaceuticals

Redwood Technologies Incorporated www.redwood

Venture Alberta

Learn Energy

Resverlogix Corporation RightsX Incorporated RxWave International Incorporated

Wedge Networks Incorporated Weibe Forest

Logican Technologies Inc.

William Dean

Micralyne Inc.

Wmode Incorporated

National Research Council Canada

Science Alberta

Xpan Interactive

Shell Research

Xtreme Technologies Corporation

Smart Muffler International Incorporated Smart Technologies SMB Phone Society for Technical Communication (STC Alberta)

Yaletown Venture Partners Zephyr Technologies

Edmonton Research Park ABSA (Alberta Boilers Safety Association)


Afexa Life Sciences Inc.

Sparta Capital Limited

Alberta Innovates Technology Futures

Standing Stones Consulting Limited Start up calgary Synnovate International Incorporated Synergetic Technology Synergetic Group Inc. Taiga Bioactives Tech Avenue Ventures Technology Tax Credits Limited Telligent Corporation The Calgary Science Network www.calgaryscienc


Koradian Trade LabSmart Inc.

Allantra Learning Technologies Corp. Apex Engineering AVAC Ltd.

novaNAIT Obsidian Research OSEEDS Inc. Quantiam Technoliges Inc. Quest PharmaTech Inc.

Rochon Associated SAKINA Information Sciences

Enterprise Saskatchewan

MDH Engineered Solutions Corporation

AED Advantage

Entrepreneurial Foundation of Saskatchewan

Metabolix Oilseeds, Inc

Saskatchewan Canola Development Commission

Agnelum R & D Solutions

Environment Canada

MPT Mustard Products & Technologies

Saskatchewan Emergency Medical Services Association

Agriculture Council of Saskatchewan Incorporated

Farms & Families of North America Incorporated

MWH Canada Incorporated

Saskatchewan Health Research Foundation

Ag-West Bio Incorporated

Fisher Scientific

Allyn Development Group

Foragen Technologies Management Incorporated

AMEC Americas Limited Axon Development Corporation BASF Canada Incorporated Bayer CropScience Incorporated

BlackNova Internet Services

Project 39

BlackSun Incorporated Blaq MAP Incorporated Boffins Club Bourgault Industries

GE Energy prod_serv/products/oc/en/ bently_nevada.htm

Bretech Engineering Limited

Schlumberger DBR Research Centre

Business 2 Business E-Commerce Systems

Bioneutra Inc.

SciMed Technologies Inc.

Bramm Technologies Inc.

Serene Tech Inc www.mobileand

Canadian Food Inspection Agency - Operations & Programs

SinoVeda Canada Inc.

Canadian Food Inspection Agency - Saskatoon Laboratory

Syncrude Canada Ltd.

Canadian Grain Commission

Dycor Technologies Ltd.

Syngar Industries Ltd. TC Scientific

Canadian Prairies Analytical Laboratory ULC

EMD Serono Canada Inc.

VAR Systems Ltd. Zedi Inc.

CLAS Systems Incorporated

CSA International www.csa-international. org/Default. asp?language=english

MacPherson Leslie & Tyerman LLP

Ritenburg & Associates Limited

McDougall Gauley LLP

Sapient Grid Corp.

C-FER Technologies Inc.

Digital Planimetrics Incorporated

Kinzel Cadrin & Associates Consulting Incorporated

Ecofish Research Ltd.

ProGrid Ventures Inc.

QEST Quality Management Quest PharmaTech Inc.

CropLife Canada

K3 Kensulting Incorporated

Rescan Enviromental Services Limited

Dow AgroSciences

Bioriginal Food & Science Corporation

Q-Chuck Technologies Inc.

Contango Strategies

IRON Solutions, LLC

Maxxam Analytics International Coporation

PKL Technologies


Clevor Technologies Incorporated

FundNET Systems Incorporated FWS Industrial Projects Ltd Garven and Associates GE Healthcare IITS GENESIS Architecture & Engineering Incorporated Genivar

National Research Council - Industrial Research Assistance Program (NRCIRAP) National Research Council Plant Biotechnology Institute Novozymes BioAg Group Numa Technologies Corporation O’Kane Consultants Incorporated Pacific & Western Bank of Canada

Saskatchewan Alfalfa Seed Producers Saskatchewan Cancer Agency

Saskatchewan Ministry of Environment Saskatchewan Pulse Growers Saskatchewan Research Council Saskatchewan Watershed Authority Saskatoon Police Service K9 Unit Saskaweb IT Solutions Schulte Industries Limited

Genome Prairie

PCS Incorporated Technical Services Pilot Plant


Performance Evaluation Group Incorporated

Shane Resources

Health Quality Council

Petro-Find Geochem Limited

SNC Lavalin Incorporated

Helix BioPharma Corporation

Pharmalytics Incorporated

Imprimis Secretarial Services Incorporated

Phenomenome Discoveries Incorporated

Solido Design Automation Incorporated

Innovation Place

Pioneer Hi-Bred Limited

Innovation Saskatchewan Innovation Wellness www.innovationmassage

Prairie Agricultural Machinery Institute (PAMI)

Integrated Designs Incorporated Intergraph Canada Limited International Bioresources Research Group Incorporated International Plant Nutrition Institute Interra Biosciences Incorporated

Prairie Farm Rehabilitation Administration (PFRA) Prairie Plant Systems Incorporated Profit Systems Incorporated Quantum Genetics Canada Incorporated Radiation Safety Institute of Canada

SED Systems Limited

SpringBoard West Innovations Incorporated SunWest Food Laboratory Limited Synodon Incorporated System Ecotechnologies Incorporated www.systemeco Technology Management Corporation (TMC) The Galleria Store TinyEYE Technologies Corporation TRLabs (Telecommunications Research Laboratory)

University of Regina Faculty of Social Work University of Saskatchewan - Industry Liaison Office University of Saskatchewan – MERCURI

HTC Purenergy Information Services Corporation of Saskatchewan Information Technology Office

University of Saskatchewan Neural Systems & Plasticity Research Group research

Innovation Place

University of Saskatchewan - School of Public Health

ISM Canada

University of Saskatchewan - SK Population Health & Research Unit research University of Saskatchewan - Training for Health Renewal Program University of Saskatchewan - University Advancement University of Saskatchewan - VP Research University of Saskatchewan –SHR University of Saskatchewan -SK Cancer Control Research Program che/research/saskatchewancance Vantec Design and Manufacturing Incorporated VDC Virtual Data Corp ViSens Incorporated Viterra Incorporated Western Ag Innovations Incorporated Western Grains Research Foundation Willms Engineering Limited



Office of Energy Conservation tehcnology/energy_conserv

Prince Albert

Oilsands Quest Sask. Inc. Petroleum Technology Research Centre

Association of Saskatchewan Forestry Professionals

Praxis Consulting Ltd.

BioForest Technologies Inc.

Public Policy Forum / Forum des politiques

Elections Canada

Saskatchewan Angel Investor Network (SAINT) Saskatchewan Disease Control Laboratory Saskatchewan Research Council Saskatchewan Telecommunications - Regina Science Applications International Corporation (SAIC Canada) SpringBoard West Innovations Inc.

TRLabs University of Regina Canadian Plains Research Center University of Regina - Centre for Studies in Energy and Environment University of Regina - Centre for Sustainable Communities University of Regina Consortium for Global Change Management


BASF Canada Inc. BioMark Technologies Inc. C3A Cangene Corporation Complex Games Composites Innovation Centre Manitoba Inc. www.composites Daemon Defense

Associated Engineering (Sask) Ltd.


GB Internet Solutions Inc.

University of Regina - Prairie Adaptation Research Collaborative

Mera Group

CCINC Group of Companies

ESRI Canada

University of Regina - Office of Energy & Environment

W. Shupe and Company

Terrace Cafe

Entrepreneurial Foundation of Saskatchewan

Apptius Computer Solutions Inc.

Kingsland Energy Corp.

Acrodex Inc.

eHealth Saskatchewan health-informationsolutions-centre

University of Regina Johnson - Shoyama Graduate School of Public Policy

Kingsland Capital


Communities of Tomorrow www.communitiessoft


University of Regina University Industry Liaison Office


ClimbIT Inc.

University of Regina Faculty of Engineering

Enterprise Saskatchewan PA Regional Offices FPInnovations Hamel International Consulting Inc. Meadow Lake OSB Limited Partnership Ministry of Energy & Resources, Forestry Development Division Ministry of Environment Ministry of Justice, Crown Prosecutions Ministry of Justice, Victim/ Witness Services North Central Enterprise Region

Diamedica Inc. DMT Development Systems Group Inc. Edna Fedya Restaurant EnviroTREC Function 4

Telecommunications Research Laboratories (TRLabs) The Eureka Project research/smartpark/ theeurekaproject.html TransGrid Solutions Inc. (TGS) Vantage Innovations WESTEST Wolf Trax Inc.

Ontario University of Western Ontario Research and Development Park Accufusion Inc. Advanced Mineral Technology Laboratory (AMTEL) Agri-Therm Inc. Axcelon Biopolymers Corporation

Global Wind Group Inc.

Azule Fuel

ID Fusion

BDC (Business Development Bank of Canada)

Industrial Technology Centre

Bilagot Energy

Invenia Technical Computing Corporation

Bioindustrial Innovation Centre

Manitoba Rural Adaptation Council Inc.



Boray Technologies Inc.

Monsanto Canada Inc.

Brion Raffoul Patents & Trademarks

Monteris Medical Inc. NRC - IRAP irap.html Prairie Agricultural Machinery Institute (PAMI) ProfitMaster Canada Inc.

Prince Albert Model Forest Association Inc.

Project Whitecard

Saskatchewan Forestry Association

Richardson Centre for Functional Foods and Nutraceuticals

Saskatchewan Research Council

RTDS Technologies Inc.

Zatlyn Law Office


Smartpark Research and Technology Park smartpark SMT Structure Monitoring Technology


CAMH Centre for Prevention Science (The Fourth R) CanWeb Internet Services Ltd. CENNATEK Bioanalytical Services Inc. Centre for Addiction and Mental Health (CAMH) Centre for Automotive Materials and Manufacturing facilities/imi/camm.html Centre for Education Research & Innovation (CERI) Clinical Teachers Association Continuing Professional Development, Schulich School of Medicine & Dentistry CPD

Critical Outcome Technologies Inc.

Philip King, Law Office PolyAnalytik

Cytognomix Inc.


Dell Tech Laboratories Ltd.


Diabetes Clinical Studies DQE Instruments DynIP

Redox Technologies Return the Landscape RIA Labs

Eating Disorders Foundation of Canada

Schulich School of Medicine & Denstistry Information Services InformationServices

Ecoelectrons Renewable Energy

Science & Technology Integration Inc.

Endra, Inc. (Technology and Product Development)

Sernova Corp.

ENT Simulations Inc.

SGS Canada Inc.

Global Research & Development, Business Unit Butyl Rubber, LANXESS

SIIReN /csfa/siiren

Gourmet Cafe

Southwestern Ontario Angels Group

Health Management Clinic ID Labs Biotechnology Inferrex Intellectual Asset Management Inc. iWare, Division of CanWeb LHSC ITS Department MaRS Business Advisory Services MedQUEST Health Career Exploration Camp Medtrode Inc. Neoventures Biotechnology Inc. NRC Canada Institute for Scientific and Technical Information NRC Industrial Materials Institute NRC Industrial Research Assistance Program NRC Institute for Research in Construction Ontario Centre of Excellence for Materials & Manufacturing COEMaterials.aspx Ontario Telemedicine Network (OTN) PC Healthcare Communications Inc.

Southwestern Ontario Medical Educational Network Strategy & Project Leadership Stroke Editorial Office Sumagen/Curocom Canada Sustainable Chemistry Alliance TechAlliance The Family Counselling Centre of Sarnia www.familycounselling The NCO Group The Stiller Centre for Technology Commercializatio Trafalgar Associates Limited Veritagen Inc. Viron Therapeutics Inc. Volumetrics Medical Corporation Windermere Manor Hotel & Conference Centre Windermere’s Cafe WORLDiscoveries WorleyParsons XLR Imaging Inc


D I R E C T O R Y research and technology park tenants David Johnston Research + Technology Park

Nanotechnology Engineering

Bayer CropScience

Accelerator Centre

Beckhoff Automation Canada Ltd.

AIM Health Group

National Research Council - Industrial Research Assistance Program (NRCIRAP)

ANTVibes, Inc.


Avenir Medical Inc.

Ontario Centres of Excellence

Bayalink Business & Education Partnership Canadian Digital Media Network Canadian Innovation Centre Canadian Water Network Capacity Waterloo Region http://capacitywaterloo Conrad Centre of Business, Entrepreneurship and Technology CellScale Biomaterials Testing Clearpath Robotics Client Outlook

Canadian Animal Health Institute

Ontario Problem Gambling Research Centre

Canadian Food Inspection Agency

Ontario Universities’ Application Centre


Delta Guelph Hotel & Conference Centre

ProductWiki Inc.

eBiz Professionals Inc.


Elanco Animal Health

Public Health Agency of Canada



RKD Web Studios

Research In Motion

Farm Credit Canada

Rothsay/ Rothsay Biodiesel

Skybound Software

Foundation for Rural Living

Semex Alliance

George Morris Centre /GMC/Home.aspx

Strategic Research Associates

Geosyntec Consultants International Inc.

Syngenta Crop Protection Canada Inc.

Grain Farmers Of Ontario

Synthesis Agri-Food Network

GranDi Company Ltd

TD Canada Trust

Open Text Corp. PerspecSys Inc. POHSA Inc.

Snapsort Inc. Sober Steering Sensors Sybase An SAP Company


TechTown Dentistry

CrossChasm Technologies

Tyromer, Inc.

Dyverga Energy Corporation


Enflick Inc.

Waterloo Security WDCA

University of Guelph Research Park

Gizmo Farm

ACC Farmer’s Financial/ Management Services Inc./ FARM

I Think Security Ltd.


Institute for Quantum Computing

Advanced Foods & Materials Network

Kids & Company

AGCare (Agricultural Groups Concerned About Resources and the Environment)

Knowledge in Development www.knowledgein

Institute of Agri-Food Policy Innovation International Credential Assessment Service of Canada Inc Ipsos Reid Corp. Lipid Analytical Laboratories Marketing911 Miller Thompson LLP Monsanto Canada Inc. Novus Environmental Inc. Nutrasource Diagnostics Inc Nutreco Ontario Agri Business Association

Agricultural Adaptation Council

Ontario Association of Veterinary Technicians

MyMobile Asset

Agriculture & Agri-Food Canada

Ontario BioAuto Council

Miller Thomson LLP

AgriTours Canada Inc.

Mespere Lifesciences Inc.


Ontario Federation of Agriculture

Canada’s Outdoor Farm Show

TechTown Café

Education Credit Union Wealth Management wealthmngt/wealth_ management.aspx

Business Improvement Group

Ontario Farm Animal Council

Ontario Institute of Agrologists

Columbia Lake Health Club www.columbialake

Education Credit Union

BioEnterprise Corp.

Ontario Canola Growers Association www.ontariocanola

EnviroSim Associates Ltd. Greening Marketing Health & Social Service Utilization Innovation Factory INO (National Optics Institute) Luther Holton Associates Inc.

Cassandra Capital L.P. Celtic House Venture Partners CFC Media Lab CVCA - Canada’s Venture Capital & Private Equity Association Distility Branding Elastin Specialties Inc. Ethical Ocean

Master’s Insurance

Fluorinov Pharma Inc.

Parrish & Heimbecker, Ltd. www.parishand

McMaster Department of Family Medicine

Format Earth Corporation

Principal Water Resources

McMaster University Industry Liaison Office (MILO)

The Athletic Club The Ontario Rural Council University of Guelph Business Development Office research/bdo Veterinary Skills Training and Enhancement Program Vets without Borders Wellmark International www.wellmark Workplace Safety & Insurance Board

MIRC@M, Medical Imaging Informatics Research Centre at McMaster Mohawk College Enterprises www.mohawkcollege National Research Council Canada (NRCC) Norjohn Limited norjohn/index.html ProSensus Specialized NDE Trivaris United Nations University, International Network for Water, Environment and Health (UNU-INWEH)

Assante Wealth Management Ballagh and Edward Intellectual Property Law CANMET Materials Technology Laboratory (CANMET-MTL) Dynamic Functional Solutions

GreenMantra Recycling Technologies Highland Therapeutics Inc. www.highland Hospital for Sick Children Immune Diagnostic Research www.immunediagnostics In Vitro Drug Safety & BioTechnology

MaRS Discovery District Agri-Technology Commercialization Centre AIM Therapeutics Inc. Alpha Cancer Technologies Ambit Biosciences

AstraZeneca Canada Inc. Auxo Management LLC BioQuest Innovations Inc. www.bioquest Cascade Therapeutics Inc. www.cascade

Ontario Cancer Biomarket Network (OCBN) Ontario Genomics Institute Ontario Innovation Trust Ontario Institute for Cancer Research Ozmosis Research Pentarc Group PointerWare Innovations Ltd. RBC Royal Bank RBC Venture Partners Receptor Therapeutics Inc. Red JEM Holdings Corp. Rocksteady Investments www.rocksteady Rosetta Capital (Canada) Ltd. Segasist Technologies

Innovate LLP

Sigma Analysis & Management Ltd.

Innovation Institute of Ontario

Skymeter Corporation

Innovation Processing Technologies

STTARR Research Program

Innovations & Partnerships Office - University of Toronto commercialization Interface Biologics

ArcticDX Inc.

McMaster Innovation Park

GlaxoSmithKline Inc.

Ogilvy Renault LLP

Kanata Chemical Technologies Marksman Cellject Inc. MaRS Innovation McLaughlin Centre for Molecular Medicine McLaughlin-Rotman Centre for Global Health

Spin Analytics

The Martin Prosperity Institute Toronto Region Research Alliance Tower Labs Transition Therapeutics www.transition Trillium Diagnostic Systems Laboratories University Health Network University Health Network Technology Development & Commercialization Office www.uhnres.


University of Toronto Asset Management Corporation

Miami Mice Corporation

Verold Inc.

National Research Council of Canada Industrial Research Assistance Program http://irap-pari.


NEVEX Virtual Technologies

WORLDiscoveries, The University of Western Ontario

XYZ Interactive Technologies Inc.

Innovation Park at Queen’s University 14 Theories Inc. Analytical Services Unit Axio Power Canada Inc.

PARTEQ Innovations Inc. Photovoltaic Performance Labs Inc. Precision Therapeutics Inc. Queen’s University RMC Fuel Cell Research Centre Queen’s University applicants/biomed

BKIN Technologies Inc.

Queen’s University Applied Sustainability Research Group sustainability

CMC Microsystems (Canadian Microelectronics Corporation)

Queen’s University Solar Calorimetry Lab


Royal Military College of Canada (RMC)

Eastern Ontario Manufacturers’ Network (EOMN)

RS Multimedia

ENDETEC Greater Kingston Chamber of Commerce GreenCentre Canada (GCC) High Performance Computing Virtual Laboratory (HPCVL) Interactive Audio Visual www.interactive Kingston Economic Development Corporation (KEDCO) Lab-2-Clinic Solutions Inc. /site/organization/lab-2clinic-solutions-inc

RTO9 (Region 9 Regional Tourism Organization) Snieckus Innovations SPARQ Systems Inc. Strategic Benefits & Insurance Services Ltd. The Sustainable Bioeconomy Centre at Queen’s University SWITCH, The Sustainable Energy People Switchable Solutions Inc. Tangent MTW Inc.


Marlay Professional Corp.

Laval Technopole

Medizone International Inc.


MEGS Specialty Gases & Equipment

Actelion Pharmaceuticals Canada

Modern DSP Technologies Inc. organization/modern-dsptechnologies-inc

AES Chemunex Canada Inc.

National Research Council - Industrial Research Assistance Program (NRC-IRAP) Novelis Global Technology Center Novelis Inc. Ontario Centres of Excellence (OCE) Ontario East Economic Development Corporation (OEEDC)

Algorithme Pharma inc Anatis Bioprotection Bedcolab Bellus Santé Bio Nutrition Inc. Bio-K Pharma Bio-K Plus International Biomomentum Inc.

BioQuadrant BioQuébec Boehringer Ingelheim Centre de biologie expérimentale Centre de recherche clinique de Laval Centre d’interprétation des biosciences Armand-Frappier Centre intégré de cancérologie de Laval (CICL) Centre québécois d’innovation en biotechnologie - CQIB Chaichem Pharmaceuticals International Chlorion Pharma Inc. CIRION BioPharma Recherche inc. Citagenix Inc Corealis Pharma Dentoflex Inc.


Servier Canada inc.

Philips Santé

Laboratoire Garmen inc.

SGX X-Per-X Inc.

Shire Canada

Laboratoires New World Inc.


Laboratoires Pro Doc Ltée

Thorne Research

Smith & Nephew http://global.smith-nephew. com/master/20322.htm

Laboratoires Vet-Bioplan Ltée Laval Lab

Vertex Pharmaceuticals (Canada) Inc

Logi D

Warnex inc.

Manyeta Maranda-Lauzon Inc. MDS Nordion Médicus Laval Méditaix Microbiochem Inc. MS Pharma Inc. Neptune Technologies et Bioressources NexPlasmaGen inc. NMS Technologie

Dra Pharmedev Canada Inc.

Octostop Inc.


Oligo Medic

Elucid Pharm Emovi Inc. Ergorecherche Inc. Extenso Intelligence Inc. Fondation Armand-Frappier Fondation Hôpital Juif de réadaptation GA International GlaxoSmithKline Biologicals Hôpital juif de réadaptation Innova Instruments ophtalmiques Inc. INRS - Institut ArmandFrappier Instruments médicaux A.B.C. Inc Klox Technologies Inc. LAB Recherche Inc.

Valeant Canada ltd

Technoparc Montréal Advantech Satellite Networks Agilent Technologies Inc. AMDOCS ART Recherches et Technologies Avancées Inc. Astra Zeneca R&D Montréal Aveos Belden Inc. Bombardier Bristol-Myers Squibb

Ortho-Lab Enr.


Paraza Pharma Inc.


Pega Medical


Pharmabio Développement


Pharmatics Inc.


Piramal Healthcare

Garderie K.I.D.S.

Produits de santé Audessa Inc.

GE Energy

Prolabec ProMetic BioSciences inc. (Canada) ProteoCell Biotechnologies inc. Roche Diagnostics, div. de Hoffmann-La Roche ltée

Genetec Inc. Hewlett-Packard Hôtel Novotel Lockheed Martin

Thales Group Canada The Medicines Company www.themedicines Theratechnologies Inc.

Novoparc Praxair Canada Inc. Precicor inc. Provalcid Inc. Rail Cantech Inc. Recyc RPM Inc. Refrabec inc. Sanexen sevices environnementaux Inc. S.C. Johnson & Fils Ltée home.aspx Scène Éthique inc. Services mécanique Taschereau

Devden Inc. DJL Construction Duoject Medical System Electest Exel Fire Station GE Aviation Gestion Immobilière Aquilon Groupe Concept Groupe Meloche Hydro Services IBM Canada Ltd. Inox Design Les Produits Tourval Inc. Litostroj Hydro Inc. NB Automation Inc. Odessa Canada Inc. Olymbec Paul Carbonneau & Fils Inc. Planchers Mondial

Solmax International


Soudures Duphily inc.

Quebecor World Bromont

Soudure Deguise Soudures Varennes

Référencement Multi Contacts

Structures Gialay projetus.html

Régional Airport

Transax Technologies inc.

Servisys Inc.

Tyco Valves & Controls Canada Inc.

Spécialités Industrielles Canada Inc.

Usinage Revitech Inc. index.html

Thomas & Betts

Technoparc Bromont AAER Chasco

TSB Micron Inc. Unifix Inc.

Technopole de la région de Thetford



S & D Chemicals Limited


Consab International Inc.

Sanofi-aventis canada

Mecachrome Technologies


Conseil québécois du biodiesel (CQB)

Scimega Recherche Inc.

MethylGene Inc.

Dalsa Semiconducteur


Serum International inc.



Centre de Technologie Minérale et de Plasturgie (CTMP)



D I R E C T O R Y research and technology park tenants OLEOTEK Prolab Technologies Rouillard Bio-Énergie Terra Lube

Québec Metro High Tech Park Biopaqc

Conseil national de recherches Canada - PARI / CRIQ Conseil national de recherches Canada - PARI / INO Copie-info Logi-aide informatique COREM


Corporation du Parc technologique du Québec métropolitain

Biopharmacopae Design International

Corporation scientifique Claisse

Bureau de normalisation de Québec

Courtage BGL

Centre de la petite enfance « Les P’tits Papillons » Centre de recherche et formation en implantologie Centre de recherche industrielle du Québec Centre d’expertise en analyse environnementale du Québec Centre en imagerie numérique et en médias interactifs (CIMMI) CÉROM

Dectro International Dectronique Informatique Dentec Doric Lenses Eddyfi Emispec Explora Technologies Fier Succès Inc. Folia Biotech

Forward Sim

Load Systems International

Systèmes Onca Inc.

FPInnovations - Forintek


TACT Conseil

Gaz Métro



GlaxoSmithKline Biologicals

MAPAQ- Centre québécois d’inspection des aliments et de santé animale

Thales Canada

Hydro Technologies Inno-Centre INO Institut de recherche et de développement en agroenvironnement (IRDA) Institut National de la Recherche Scientifique - Centre Eau, Terre et Environnement intelligenceSanté Irosoft Laboratoire Bio-Médic de l’Est Laboratoires AGAT Laboratoires EnvironeX LeddarTech Inc. Lexmark Canada

The lowest business costs in Canada and the US.*

MAPAQ- Direction du laboratoire d’expertises et d’analyses alimentaires McDuff - Le Groupe Conseil MCG3D Inc. Medicago Ministère des Ressources naturelles et de la Faune (DRF et LCOI) connaissances/recherche

*KPMG Competitive Alternatives 2010 Study

Technopole maritime du Québec ADRA Groupe Conseil (Université du Québec à Rimouski (UQAR) AECOM Tecsult Inc.

Terminaux portuaires du Québec Inc.

innoVactiv Inc.

Traverse Rimouski-Forestville

Innovation maritime

Verreault Navigation Inc.

Institut des sciences de la mer de Rimouski - UQARISMER

New Brunswick

Institut maritime du Québec (IMQ) Institut Maurice-Lamontagne de Pêches et Océans Canada Le Groupe Internationl www.legroupeinternational. com

Knowledge Park Acceleration Centre Center of Excellence for Advanced Learning Technology CGI Group Incorporated

Les Industries FILMAR Inc.

Biocean Canada Inc.

Les Industries Rilec Inc.


C.B.E.M Ltd.

Méridien Maritime réparation et inspection

NobelProcera Innovation Centre Quebec

Centre de recherche en biotechnologies marines (CRBM)

NB Health Research Foundation

Métal en Feuilles de Matane (1989) Inc.

Meritus Univeristy

Novalait Novell Canada Olympus NDT Canada Optel Vision Optosecurity

Centre de recherche en biotechnologies marines (CRBM) R&D Centre Interdisciplinaire de Dé veloppement en Cartographie des Océans (CIDCO)

Multi-Électronique (MTE) Inc. Nouvelles Technologies Index Inc. NutrOcéan Inc.

CMS Enterprise Fredericton

Mother’s Care Education Centre New Brunswick Health Research Foundation Research in Motion Radian6

Chaire de recherche en transport maritime Université du Québec à Rimouski) chaires/transportMaritime

Observatoire global du SaintLaurent (OGSL) Ocean NutraSciences

T4G Limited

PESCA Environnement www.pescaenvironnement. com


Océanide Inc.


PharmaNET Canada

Cogema - Chermins de fer Canadien National

Oceatec Inc.

Nova Scotia


Contrôle Électrique R.K. Inc.

OpDAQ Systèmes Inc.

Agritech Park

Phytronix Technologies

Département de Biologie, chimie et géographie à l’UQAR

OrganicOcean Inc.

AgraPoint International Incorporated www.agrapoint. ca

PESCA Environnement www.pescaenvironnement. com

Agri BioFuels Ltd

Ordre des ingénieurs forestiers du Québec



Xpertics Solutions


Atelier Daniel St-Pierre

Réseau Trans-tech

Contact us to hear about more cost saving advantages. 1-800-665-1800

XEOS Imagerie

Groupe TRIFIDE Inc.

St-Pierre Pinsonnault Young Consultants Maritimes Technopole Maritime du Québec

Ministère des Transports du Québec - Service des matériaux d’infrastructures

Pro Met Solutions

New Brunswick is a site location worth considering!

UNGAVA Technologies

Groupe SYGIF Inc. - SYGIF International Inc.

SGS SiliCycle SIMCO Technologies Inc. Solutions Carcajou SOVAR

Département de mathématiques, informatique et génie à l’UQAR unites

Pro-Algue Marine Inc. REFORMAR Incorporated


Atlantic Bio-Venture Centre Atlantic New Technology Development Incorporated

Réparations maritimes B.N.R. Inc.

Canadian Spirit Seafood/ Packaging


Réseau d’observation des mammifères marins

Performance Genomics Inc www.performance


Roche Ltd. Groupe conseil

Pizza Me

Groupe Maritime Verreault Inc.

Roche Ltd. Groupe conseil (Succursale Rivière-du-Loup)

DIVETECK Esterline CMC Électronique

SPS Marine

Soil Foodweb Atlantic Inc

driving innovation Waterloo Centre for Automotive Research

Growing agri-based enterprise through research partnerships.

Introducing the

Atlantic Centre for Agri-Innovation 14,000 square feet of flexible research and commercialization space for custom retrofits Opening Summer 2011

Contact: Laurie Sandeson Director, AgriTECH Park Nova Scotia Agricultural College 902-896-7275

Nova Scotia Agricultural College ACAI Ad 3.75” (w) x 5” (h)

Opening Soon: Centre of Excellence for Advanced Learning Technologies (ALT) CEALT A knowledge hub and now a hub for ALT

For more information, visit our website at



biological REVOLUTION

is here. You can be too. Introducing Research Park North: Lease to build on prime, serviced land, strategically located in the heart of the University of Guelph R&D cluster. UNIVERSITY OF GUELPH

WHERE INNOVATION COMES TO LIFE Learn why the University of Guelph Research Park is the right place to be right now: Email us at or call 519-767-5013.

Brilliant minds just seem to be drawn here. And the scenery isn’t bad either. As an integral part of the University of Victoria, the Vancouver Island Technology Park (VITP) strives to nurture great minds and facilitate the development of great ideas. VITP provides a power of place — a physical and cultural environment that accelerates innovation, knowledge and the growth of small to medium sized enterprises to provide benefit to the University of Victoria and the community as a whole. Specifically, VITP works closely with UVic Co-op, Industry Partnerships, Ocean Networks Canada, the Faculty of Engineering and the Peter B. Gustavson School of Business.

Where great ideas happen

Modern evolution melds the explorations of academia, the interests of government and the market savvy of business. These three pillars balance the scales of innovation, making great things become possible.




Passion. Curiosity. Discovery without limit. The relentless pursuit of what is not yet known and stretching the boundaries of what is.

Drive. Commitment. Making ideas move. The unmitigated tenacity and bottomless persistence to challenge every resistance that stands in the way.

Steady. Sure. Eyes on the horizon. The wisdom to understand what the times call for and the insight and vision to bring the pieces together.

CANADA NOW COMPLIMENTS OF: Creating Communities of Innovation


Printed in Canada. © 2011



‘ ‘

Proud Chapter of the Association of University Research Parks.

Creer des communautes d innovation


Canada NOW 2011  
Canada NOW 2011  

“scales of innovation” 3. Streamlined Process » With over 50 years of experience, the Waterloo co-op process is streamlined and simple. A de...