Villes d'avenir volume 8 - issue 1 : : Montréal Economic Edition

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VOLUME 8 | ISSUE 1

MONTREAL

E c o n o m i c

PERSPECTIVES 2042 CITY OF KNOWLEDGE GREEN CHEMISTRY CAPITAL OF INNOVATION FAYOLLE CANADA TEN YEARS AND GOING STRONG

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CF CARREFOUR LAVAL

WHERE IT ALL COMES TOGETHER Cadillac Fairview is one of the largest owners and developers of commercial real estate properties in North America. The company manages a portfolio of more than 29 billion dollars that comprises some of the most prestigious buildings and shopping centres in Canada, such as Toronto-Dominion Centre, Tour Deloitte, CF Toronto Eaton Centre, CF Pacific Centre, CF Rideau Centre, CF Carrefour Laval and CF Chinook Centre.

Cadillac Fairview at a glance - The company owns 12 of the 20 highestperforming shopping centres in Canada.

- More than 66% of Canadians live within a 100 km radius of a CF shopping centre.

- CF retail property investments currently amount to 2.7 billion dollars.

CF CHINOOK CENTRE

CF PACIFIC CENTRE

CF RIDEAU CENTRE

CF TORONTO EATON CENTRE

A MESSAGE FROM THE MAYOR OF MONTRÉAL

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n this year of 2017, marking the 375th anniversary of Montréal’s founding, we must not only look back at all we’ve done, but chart our course over the next few decades. One of the tools we have for doing so is the all-new Act respecting the Metropolis.

Tabled in December, this bill “that boosts the autonomy and powers of Montréal, Metropolis of Québec,” introduces for the first time in Québec legislation formal recognition of our status as Metropolis and our unique role in economic, cultural, sustainable and international development for Québec as a whole.

Over the past few years, Montréal’s entire economic community has supported such recognition. As a Metropolis, Montréal bears greater responsibilities than Québec’s other cities and requires specific tools to boost our economic development, backed by increased powers in housing, homelessness, immigration, culture and heritage, as well as in infrastructure and school facilities. These various powers will be based on agreements with the Québec government.

This means Montréal will have a multiannual financial framework and the necessary tools for responding effectively, in terms of our priorities and economy. These changes will be accompanied by a new era of cooperation between the Québec government and its Metropolis based on mutual trust.

The next few years are looking great in every respect for Montréal. Investors are already profiting from a dramatically improved economic climate since we came to power. Such changes have been nurtured by renewed municipal integrity (with our Bureau de l’inspecteur général), rigorous management of municipal finances, a constantly improving job market, vast capital projects transforming our city and an enviable international reputation.

Happy 375th Anniversary to everyone... and, remember—the best is yet to come!

Denis Coderre Mayor of Montréal

MONTRÉAL ECONOMIC : : 2017 EDITION

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CONTENT : : 2017 EDITION

3 A MESSAGE FROM THE MAYOR OF MONTRÉAL

By Denis Coderre

5 A WORD FROM THE PUBLISHER

By Jacques Boisvert

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MONTRÉAL PERSPECTIVES 2042

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11 SMART MOBILITY Montréal, an ideal place for smart mobility 15 GREEN CHEMISTRY An economic weapon that will also save the environment 19 INNOVATION Montréal working hard to become a capital of innovation

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SPECIAL REPORT

FAYOLLE CANADA TEN YEARS AND GOING STRONG!

23 SMART CITY Citizens at the heart of smart cities 27 ELECTED OFFICIALS Help boost Montréal’s position on the world stage

SPECIAL SECTION

29 FORUM OF ELECTED MUNICIPAL OFFICALS 30 LAVAL A strategic choice 32 BEAUHARNOIS An ideal environment for families 33 MIRABEL A booming city 34 BLAINVILLE Synonymous with families and quality 35 CITY OF KNOWLEDGE Canada’s university capital is flourishing 37 SYNERGY WILL HELP MONTRÉAL TO EXCEL An interview with Robert Proulx, Recteur of Université du Québec à Montréal JBC MÉDIA BY ROXANE PAQUET

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MONTRÉAL ECONOMIC : : 2017 EDITION

A WORD FROM THE PUBLISHER

MONTRÉAL ECONOMIC EDITION

PUBLISHER Jacques Boisvert EDITORIAL Yasmina El Jamaï and Suzanne Gagné TRANSLATION, REVISION AND PROOF-READING Christine Barozzi, Catherine Faucher, Anne-Marie Trudel, Maureen Nicholson, Elizabeth McFarlane and Walter Reniger PRODUCTION Graphic design and layout Carole Bordeleau for Carbodesign Advertisements Lan Lephan ADVERTISING Montréal 450 670-7770

PERSPECTIVES 2042

Souk Vongphakdy Internal Sales Development Manager Claire Boisvert Advertising Representative Québec 418 317-0669 ADMINISTRATION Catherine Faucher, Assistant to the President and Operations Manager Edith Lajoie Customer Service and Coordination PHOTOGRAPHS Denis Bernier and Roxane Paquet COVER PAGE PHOTOS Main image : © Adobe Stock by sellingpix Researcher : © iStock by BraunS Drone : © iStock by mailfor Public : © iStock by monkeybusinessimages PUBLICATIONS POST Agreement no. PP 41614528 RETURN ADDRESS 2120 Victoria Avenue, suite 140 Longueuil (Greenfield Park) QC J4V 1M9 SUBSCRIPTIONS Buntha My Data Analysis Manager abonnement@jbcmedia.ca www.jbcmedia.ca Legal deposits — Library and Archives Canada and Bibliothèque et Archives nationales du Québec, 2009 All requests for copies must be made in writing to the publisher. If your request is accepted, it must clearly indicate the source, as follows: From Villes d’avenir, Montréal Economic Magazine Edition.

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Please note that this magazine appears seasonally.

Publication dates subject to change.

Villes d’avenir Magazine is published by JBC Média inc.

President : Jacques Boisvert 2120 Victoria Ave., suite 140 Longueuil (Greenfield Park) QC J4V 1M9

The mission of Montréal Economic Magazine and its French-language counterpart Montréal économique, part of the Villes d’avenir (Cities of the Future) collection, is to highlight the strengths of the Greater Montréal area, for economic and political decision-makers here and abroad.

The metropolis of Montréal and its nearby municipalities boast an international airport that welcomes 16 million passengers annually; five universities; a port that handles 35 million tonnes of cargo a year; over 2 million jobs, many of which are in high-tech industries; and 4 million inhabitants (over half of which are bilingual), which account for half of Québec’s population and generate half of its gross domestic product (GDP). Together, Montréal and its surrounding municipalities form a unique and exceptional urban agglomeration that is highly competitive both in Canada and abroad.

In this year’s issue, which coincides with Montréal’s 375th anniversary, we have chosen to set our sights firmly on the future. Rather than reviewing the city’s economic history, we have instead invited a number of well-known figures to share their vision of what Montréal will be like in 25 years, on its 400th anniversary. This issue, which is very topical, will perhaps be even more so in a quarter of a century. I will be in my eighties then and hope to be still here with you to see if our experts were right.

Consequently, I invite you to keep your copy of this issue and meet up with us in 25 years, here or elsewhere, to celebrate the 400th anniversary of the founding of Montréal in 2042!

Jacques Boisvert Publisher

Telephone: 450 670-7770 Toll free: 1 866 446-3185 Fax: 450 670-7771 info@jbcmedia.ca

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MONTRÉAL ECONOMIC : : 2017 EDITION

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MONTRÉAL

PERSPECTIVES 2042

BY YASMINA EL JAMAÏ

Montréal will play a determining role in its own future. Many economic players seem to sense this and are laying the groundwork, as evidenced by the energy with which they are mobilizing to drive the city’s development forward by bolstering its existing strengths. As a result, the city is burgeoning, ready to morph into the Montréal of tomorrow. In light of the substantial initiatives currently in the works, we attempt to look into the future, imagining Montréal on the occasion of its 400th anniversary.

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A SELF-SUFFICIENT CITY A pilot project to create a village that is selfsufficient in food and energy, which was developed by the California venture ReGen Villages, will be launched in the Netherlands in 2017. The inhabitants of the new village in Almere, near Amsterdam, will be able to produce their own food and energy directly, as well as recycle their waste and filter their wastewater, thus ensuring the community’s self-sufficiency. This U.S. firm is also thinking about establishing similar villages, first in Sweden, Norway, Denmark and Germany, and then elsewhere around the world, to become the Tesla of ecovillages.

connected town that is getting ready to welcome self-driving cars. In this context, it is easy to envisage Montréal as an autonomous or self-sufficient city, since this solution is already being considered by a growing number of experts preparing for a world population predicted to reach roughly 10 billion people by 2050. In the same vein, Montréal could be imagined as a city filled with smart, autonomous buildings ready to host an ever-growing influx of newcomers. In such a future, self-driving vehicles would be able to communicate with each other as well as with traffic lights, sidewalks and many other connected devices that will have become essential.

Indeed, the future is just around the corner, as can be seen in the growing number of initiatives to create cities that are safer and managed more efficiently and in a more eco-friendly way. A good example is Stratford, Ontario, a fibre-optic-

In 2042, Montréal will likely be a model city that is a creator rather than a consumer of energy, inhabited by equally exemplary and self-sufficient citizens, thus reducing the human burden on the environment.

MONTRÉAL ECONOMIC : : 2017 EDITION

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MONTRÉAL : PERSPECTIVES 2042

" The city intended to enhance its competitive position as an innovative city by emphasizing new technologies and electrified transportation. " – Denis Coderre

CITY OF MONTRÉAL

DENIS CODERRE Mayor of Montréal

Indeed, city decision-makers seem to have already adopted a similar vision of the city’s future.

ELECTRIFIED INTELLIGENT TRANSPORTATION SYSTEMS In the wake of the 21st United Nations Climate Change Conference (COP 21) in 2015, Montréal mayor Denis Coderre announced that the city intended to enhance its competitive position as an innovative city by emphasizing new technologies and electrified transportation. Coderre also confirmed Montréal’s leadership in electrified transportation, which will help the city to achieve its objective of reducing greenhouse gas emissions by 30% from 1990 levels by 2020.

Electrification is part of this vast undertaking to make Montréal a self-sufficient smart city. Several major players have joined in this effort, including the Montréal Transit Corporation (MTC), which is undertaking the electrification of its public transit network, and the Caisse de dépôt et placement du Québec (CDPQ), with its ambitious electrified light-rail transit project, the Réseau électrique métropolitain (REM).

The CDPQ announced the construction of the 67-km-long REM, which will link downtown 8

MONTRÉAL ECONOMIC : : 2017 EDITION

Montréal, Pierre Elliott Trudeau Airport, the West Island and the North and South shores. This is excellent news for the real estate industry, which will get a real boost from the project since in the next 25 years, many new residential and commercial buildings will have been constructed near the 24 REM stations.

In conjunction with the extension of the Métro’s Blue and Orange lines, the REM will contribute to a significant increase in all-electric trips in electric mode by 2020. Electric charging stations for vehicles will be installed in the parking lots of municipal buildings and parking spots with charging stations will be created on streets and beside buildings.

The city of Montréal already plans to speed up the installation of its charging network to serve roughly 1,000 charging stations by 2020. The installation of charging infrastructures should accelerate with time to allow the gradual replacement of the gasoline and diesel fleet with self-driving electric vehicles.

The replacement of the MTC’s current fleet of buses with roughly 1,000 all-electric vehicles by 2025 and the preparation for the arrival of selfdriving electric vehicles should give environ-­ mentalists another reason to rejoice. Clearly, the

A bright future is built on bright ideAs. We have plenty of them.

MONTRÉAL : PERSPECTIVES 2042

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public transit of the future will considerably reduce our carbon footprint.

MONTRÉAL, A MAJOR HUB FOR ENTREPRENEURSHIP To sum up, the order of the day is to reduce green­ house gas (GHG) emissions in Montréal, with the transportation sector being one of the main sources of GHGs in the city and Québec as a whole. The city of Montréal has made GHG reduction a main priority and a rallying cry. In addition, it is promoting the development of a green chemistry sector to implement its integrated green economy model; the focus will be on the greening of the polymer industry in particular, which should lead to a shift in the overall chemical industry from one that relies on hydrocarbons for its raw materials to one that employs raw materials derived from recycled materials.

Indeed, environmental issues are seen as a lever of innovation in the city and even as an opportunity to do business and develop companies that occupy current and future market niches. Making the green chemistry and electrified transportation sectors the core of this long-term development strategy will stimulate entrepreneurship in these key fields and foster the development of innovative SMEs. In addition, server farms and firms active in the cloud computing and megadata sectors should also be established in Montréal, which was named the Intelligent Community of the Year by the 10

MONTRÉAL ECONOMIC : : 2017 EDITION

Intelligent Community Forum (ICF) at its annual summit in Ohio in June 2016. This impressive achievement clearly demonstrates that Montréal is already well positioned in this field. This is only the beginning, however, given the rapid and astounding technological progress being made in such fields as artificial intelligence.

Montréal is positioning itself to become an innovation and entrepreneurship hub in niches of excellence that will enable it to stand out as a smart city that is environmentally friendly and a creator of innovative technologies. Owing to its capacity for continual innovation and its proactive approach, Montréal has a good chance of being at the cutting edge of transformation and adaptation in the face of climate, social and economic changes, consequently providing a model for the rest of Canada and the world.

MONTRÉAL IN 2042 In 25 years, Montréal’s urban landscape will be very different from the one that we see today. In 2042, we can easily imagine an ultramodern city free of visible electric wires, gasoline and diesel cars, accidents and pollution. Allowing our imaginations even more free rein, we can see pedestrians, cyclists and motorists coexisting in harmony amidst networks of interconnected objects that smoothly and efficiently control their movements. Robots will move around, helping us in multiple ways, with all of this occurring in a welcoming environment.

MONTRÉAL

IDEAL PLACE FOR SMART MOBILITY

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BY YASMINA EL JAMAÏ

François Bédard, CEO and founder of the firm Plan B développement inc., believes that real estate industry involvement is crucial in ensuring that Montréal is in the forefront of the world’s smart mobility cities. Below, he shares his vision of what Montréal will look like on its 400th birthday. In addition, Jean-François Barsoum, a smart-city specialist at IBM, outlines some of the profound changes that will affect building construction in Montréal in the future.

François Bédard has run his own consulting firm in strategic business analysis and development since 2008, specializing in transmedia. Despite this, he has found the time to think about and imagine the future, particularly that of his wife, three kids, parents and Montrealers in general. He would like to see everyone benefit from the technological progress that we are experiencing at an increasingly breakneck speed.

THE IMPORTANCE OF A HIGH-PERFORMANCE WI-FI NETWORK This technology buff sees an obvious parallel between real estate development and the development of smart mobility. He believes that the driving force behind this phenomenon is demographic pressure and urban congestion,

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FRANÇOIS BÉDARD CEO and founder Plan B développement MONTRÉAL ECONOMIC : : 2017 EDITION

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MONTRÉAL ECONOMIC : : 2017 EDITION

By adding innovative telecommunications such as Wi-Fi to the equation, developers will attract more tenants. This is what happened with the incubator WeWork, which provides connected coworking spaces, as well as Montréal’s Convention Centre, which even offers an option to connect to the centre’s Wi-Fi from outside the building.

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which are being increasingly felt and are forcing the various players involved to find solutions. “The real estate sector has already become more and more connected and intelligent. Development must be rethought with future generations in mind. At the same time, older generations will benefit from the huge changes to come from the use of connected objects in building construction, which could, for example, allow us to care for those we love, like our parents, remotely.” Bédard says.

From a technological point of view, however, a gateway is required to unlock smart mobility’s limitless possibilities and applications, according to this expert, who has worked in digital media for 20 years. “Access to innovative telecom networks through high-speed gigabit Wi-Fi is key to making Montréal the smart city that it is on the verge of becoming. Smart mobility requires Wi-Fi connectivity,” he stresses. “In New York City, city representatives and members of a private consortium have understood this very well, resulting in LinkNYC, a quick and very powerful WiFi network, which has been offered free of charge since 2015 to residents and visitors through 7,000 kiosks. This adds value to city properties as well as to the city’s territory from the point of view of urban development and planning. It also stimulates the economy and foreign investment by attracting startups, incubators, accelerators and investment centres.”

ADDED VALUE FOR REAL ESTATE PLAYERS François Bédard believes that, the better a city’s Wi-Fi network is, the more we can expect a new economy to be developed and the greater the increase in assessed property values, which should be between 5% and 7%. “All real estate development requires electricity and water. By adding innovative telecommunications such as Wi-Fi to the equation, developers will attract more tenants. This is what happened with the incubator WeWork, which provides connected coworking spaces, as well as Montréal’s Convention Centre, which even offers an option to connect to the centre’s Wi-Fi from outside the building. The latest trend is for hotels to do the same, particularly to promote their location and make it more visible to pedestrians.”

According to Bédard, a free, ultra-high-speed Wi-Fi network is a prerequisite to achieving the coverage and scope desired for smart mobility services and to ensure that Montréal has a bright future: “The establishment of this type of network requires an associated business model. In New York City, for example, investors anticipate $500 million in revenue in 12 years from location-specific advertising. In Montréal, the government should fund high-performance Wi-Fi in the same way that it funds other municipal infrastructures such as water, based on the projected increase in assessed property values.”

MONTRÉAL ECONOMIC : : 2017 EDITION

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SMART MOBILITY

THE CITY OF MONTRÉAL, DRIVING FORCE BEHIND THE CREATION OF A SMART CITY François Bédard recalls that, “in 2014, Montréal’s mayor clearly expressed a wish that the city become an acknowledged leader among the world’s smart cities, like New York, Lyon, Barcelona and Amsterdam.” Montréal’s 2014-2017 Action Plan for a Smart and Digital City focuses on deploying broadband Wi-Fi infrastructures and developing intelligent systems for managing transit, infrastructures, public safety, energy and the environment.

JEAN-FRANÇOIS BARSOUM Smart-city specialist IBM

Regardless of who funds the powerful Wi-Fi network, one thing is certain: for Montréal to become a smart city equipped with all the smart mobility features that this entails (electrification of mass transit with light rail, driverless cars and smart buildings), its Wi-Fi network must be upgraded and profitable business models must be developed that also serve residents.

“If we do not rethink Wi-Fi communications to optimize smart mobility, we cannot develop the connected experiences that characterize a smart city,” Bédard warns, although he does not worry about the future of Montréal in this respect.

Instead, the expert believes that current trends are encouraging: “Millennials want to get the same connected services in their cars that they already get on their smart phones and all the vehicle manufacturers have responded to this demand. For example, Teslas are completely connected with a GPS and customizable dashboard display equipped with geolocation that resembles a large tablet computer. Transit authorities like the Montréal Transit Corporation are looking at investing in connected experiences on the train and metro,” Bédard told us.

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MONTRÉAL ECONOMIC : : 2017 EDITION

According to Bédard, Montréal is well positioned to become a smart mobility centre: “Montréal is ahead of other world cities, in spite of the fact that the latter have received huge investments. In 2016, the Intelligent Community Forum even designated Montréal as the intelligent community of the year.”

Bédard foresees that, by the time the city celebrates its 400th anniversary, it will have smart services that are as easy to use as water and electricity. He also predicts that taxes will be lower due to new innovative commercial services that are provided via a high-performance Wi-Fi network. Accessible public transit should also be made universal, which will reduce vehicle pollution, resulting in a cleaner city for all residents and a paradise for cyclists and pedestrians. By its 400th birthday, Montréal will connect all its objects so that it can serve its residents in an intelligent community in which social innovation has become a reality.

MONTRÉAL’S FUTURE As an expert on smart cities, Jean-François Barsoum predicts that, by 2042, all new cars in Montréal will be self-driving and that, in 20 years, the widespread use of this technology will reduce the number of parking places needed due to the expansion of car-sharing programs.

“We will need to rethink the role of parking in all types of building projects as well as when planning streets.

Instead of having 50% to 60% of the area dedicated to automobiles, streets will be narrower, benefitting pedestrians and cycles. This will make urban densification possible, as well as lead to a better quality of life for residents,” he states.

GREEN CHEMISTRY

ECONOMIC WEAPON THAT WILL ALSO SAVE THE ENVIRONMENT AN

BY YASMINA EL JAMAÏ

According to Jean-François Barsoum, who is passionate about the future of cities and the environment, which he believes are inextricably linked, urban spaces must be developed in a way that reduces their environmental impact. However, this is not enough and we must also make cities resilient to ongoing climate change. “Climate change is generating different effects, such as melting ice caps and seemingly more frequent polar vortexes and warm, humid Gulf of Mexico air masses reaching Canada. Temperature variations are becoming increasingly extreme, so that we are not just talking about global warming anymore but also about global weirding, which is accompanied by speeded-up cycles of floods, droughts, rapid temperature shifts and even such things as more violent hurricanes.

All these recent phenomena are forcing cities to prepare their infrastructures to withstand more frequent and extreme physical shocks. Montréal can expect to see more frequent heat waves and heavy rainfall events.”

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In the face of climate change, various actors in urban development, including those in Montréal’s real estate sector, are pondering solutions for adapting to this new reality. Below, Robert Laplante, executive director of the Institut de recherche en économie contemporaine (IRÉC), and Jean-François Barsoum, IBM’s smart city expert, shed light on a promising environmentally friendly solution: green chemistry.

OBSERVATOIRE DE LA RETRAITE

ROBERT LAPLANTE Executive director Institut de recherche en économie contemporaine (IRÉC)

MONTRÉAL ECONOMIC : : 2017 EDITION

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GREEN CHEMISTRY

CITY OF VARENNES

>

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AN INNOVATIVE REAL ESTATE SECTOR To deal with the abundant precipitation expected, the city’s green infrastructures must be bolstered to absorb the excess water before it reaches the storm sewer system.

According to Barsoum, parks, green roofs and other areas of vegetation are essential in soaking up this rain; they also help to reduce the scorching heat during a heat wave. “Planting more trees would be a good idea, even in parking lots. In Europe, some jurisdictions already require that new parking lots have their own secondary stormwater treatment system. In short, we need to construct buildings that incorporate a series of measures to mitigate the impacts of climate change,” the expert warns.

Broader-scale initiatives to proactively reduce environ­ mental impacts are also forthcoming, in particular from the city of Montréal. The city is devising a low-carbon economic development strategy that emphasizes two new industries—electrified transportation (using clean electrical power) and green chemistry—according to the 2015-2017 action plan by Montréal’s Economic Development department.

GREEN CHEMISTRY: CENTRAL TO ECONOMIC DEVELOPMENT For Mayor Denis Coderre, the green chemistry and electrified transportation sectors fit in well with the city’s vision for development—an ecological transition that supports economic development and job creation.

The mayor even aspires to make Montréal a world leader among cities that are mobilizing ahead of environmental changes, in order to be able to gain a measure of control over, rather than simply enduring, these changes, as he explained at the end of 2015.

To position itself at the cutting edge of this movement, the city sees the development of the green chemistry sector as 16

MONTRÉAL ECONOMIC : : 2017 EDITION

THE ETHANOL AND BIOFUEL PRODUCTION FACILITY IN VARENNES

a priority strategic direction, which will involve establishing a competitiveness hub based on intrinsically clean technologies. To transform environmental challenges into concrete business opportunities, a favourable business environment must also be created, bringing together the key businesses and public institutions involved.

“Green chemistry is important for Montréal and all the world’s economies. It allows us to produce alternative fuels to free us from oil dependency, as well as new advanced molecules that can be used in the fabrication of innovative materials. These new, better performing materials can provide new energy efficiency strategies, while allowing us to improve the carbon footprint of the building construction and renovation sector,” explains Robert Laplante, head of the economic research institute IREC. He adds that one major way of improving the real estate sector’s carbon footprint is to find alternatives for the fossil fuels that we currently use to heat and cool our buildings.

“It is in developers’ and building managers’ best interests to use electricity, which is a green resource here in Québec thanks to our ample supply of hydroelectricity. Energy consumption can also be reduced by using insulation and improved ventilation technologies that incorporate the use of composite materials employing natural fibers. New firms producing these materials could also provide jobs in the manufacturing sector,” Laplante explains.

MONTRÉAL, THE GREEN CHEMISTRY METROPOLIS The head of IRÉC also believes that Montréal has what it takes to open a biofuel production centre, owing to its recognized expertise in the field. He is also confident about the potential of biorefining facilities using residual wastes.

“Varennes has an ethanol and biofuel production facility that could be expanded to meet Québec’s alternative fuel

" Varennes has an ethanol and biofuel production facility that could be expanded to meet Québec’s alternative fuel needs. " – Robert Laplante

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needs. In East Montréal, domestic waste biomass facilities are already in the works. The city of Montréal plans to build a composting facility and biomethane plant that could be the beginning of a new business cluster.”

Mayor Denis Coderre also dreams of making Montréal a North American leader in organic materials processing. One of the aims expressed in the 2015-2017 action plan by the city’s Economic Development department is to make Montreal a pioneer in clean technologies, which would put the city in an enviable position.

This would be done by developing two streams: a second and third generation biofuel stream and a botanical and biological stream using p hy t o r e m e d i a t i o n t e c h n o l o g i e s i n s i t e decontamination and biomass production for the fuel industry. This would also help revitalize industries in East Montreal and surrounding areas.

Two other streams are planned: the manufacture of polymers using new raw materials derived from biomass (cellulose and platform molecules) and the processing of waste materials to generate alternatives to hydrocarbon-based products. The organic waste stream could also be used to produce fertilizers, which in turn could be used in restoring contaminated soils. The composting facility in Rivière-des-Prairies–Pointe-aux-Trembles should prove a major asset in growing local expertise in these fields.

Measures to be undertaken include encouraging the creation of innovative green chemistry ventures and the establishment of a partnership between the city of Montréal, the Université de Montréal’s

plant biology research institute and Polytechnique Montréal to create a research chair in waste materials reclamation.

MONTREAL’S PROMISING FUTURE According to Laplante, Montréal has a real possibility of becoming a world-class sustainable metropolis, since a number of local firms are already exploring the production and use of clean molecules from organic sources: “We already have over 100 businesses in the polymer cluster in Montréal that are tackling the major challenge of replacing hydrocarbon-based molecules, made from fossil fuels, with organic ones. By successfully overcoming this challenge, these firms will create a new industrial sector for Montréal and the entire province, which focuses on the design and development of innovative materials for use in construction, packaging and environmentally friendly industrial products.”

“Montréal has enormous potential to become a green metropolis. It has remarkable assets: leadingedge scientific resources, innovative firms and access to abundant renewable natural resources like hydroelectricity,“ Laplante explained.

Since a number of countries, including the U.S., Germany and the Scandinavian nations, are jockeying to free themselves from their dependency on oil through various initiatives, the decision to promote the green chemistry sector in Montréal is proving to be a wise one. The rest of Canada is also betting on this niche by developing a green chemistry hub in Sarnia. It remains to be seen which city will emerge as the winner in the race to become Canada’s ultimate green chemistry metropolis.

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MONTRÉAL

WORKING HARD TO BECOME A CAPITAL OF INNOVATION

BY YASMINA EL JAMAÏ

MAXIM POLISHTCHOUK

When the first smart living lab opened its doors in Montréal in September 2016, thanks to a partnership between Vidéotron, Ericsson, the École de technologie supérieure (ÉTS) and the Quartier de l’innovation (QI), the result was a pioneering space for testing and experimentation. This gives innovation-focused researchers, students and firms the tools they need to test tomorrow’s services and applications and their acceptance by Montrealers. Ultimately, we will be able to manage the entire urban environment, through smart streetlights, traffic lights and other connected objects, many of which are already transmitting data in real time. The city is becoming increasingly connected, morphing into a smart city. In February, Montréal was ranked the top university city in the world in the prestigious 2017 QS World University Rankings compiled by the British organization Quacquarelli Symonds, owing in part to its flourishing artificial intelligence industry. Damien Silès, QI’s executive director, and Jean-François Barsoum, smart-city expert at IBM, imagine for us what Montréal will look like in 2042 when it has full control of its tools, resources and capacities.

ÉVA-MAUDE TC

DAMIEN SILÈS Executive director Quartier de l’innovation

MONTRÉAL ECONOMIC : : 2017 EDITION

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INNOVATION

ISTOCK BY FRANCKREPORTER

MONTRÉAL, WHERE ALL THINGS ARE POSSIBLE Damien Silès is persuaded that, given its unique characteristics and numerous advantages, Montréal is destined to play a leading role in the smart city movement both here and abroad. When he imagines Montréal in 2042, on its 400th birthday, the executive director of the Quartier de l’innovation (QI) becomes very excited: “Montréal is one of the cities in North America where people live downtown, which is not true in most cities in the world. In addition, Montrealers can study, work, live, rest and have fun in the city core, while enjoying a high quality of life. Montréal has a number of characteristics that make it suitable for the creation of an innovation capital,” Silès remarks. He believes that, owing to Montréal’s unique situation, with its 220,000 students, large number of researchers and privileged partnerships, the city is destined for a bright future.

“Montréal is the biggest university town in Canada and the second largest in North America after Boston in terms of the number of students. By 2042, it will probably surpass Boston to become the largest university town in North America. At the QI, we are not trying to make Montréal into another Silicon Valley where humans serve technology.

Instead, we aspire to be an international playing field and testing ground for urban experimentation where technology and innovation serve people,” he continues.

The Quartier de l’innovation, a non-profit organization established in May 2013, is a living laboratory that stimulates collaboration between researchers, students, citizens, firms and organizations to boost creativity and 20

MONTRÉAL ECONOMIC : : 2017 EDITION

innovation in Montreal. The so-called innovation district takes in the area between René-Lévesque Boulevard, the Lachine Canal, McGill Street and Atwater Avenue.

QI seeks to capitalize on its alliance of four universities—the École de technologie supérieure (ÉTS), McGill University, Concordia University and Université du Québec à Montréal (UQAM)—to fulfill its social, cultural and industrial mission centred on training, research, entrepreneurship and social, cultural and economic development in the city. To date, over 40 initiatives have been launched under the QI. In May 2016, the QI was runner-up for the prestigious grand prize awarded by the French newspaper Le Monde in the urban innovation category of its Smart Cities innovation awards. The newspaper emphasized the non-profit organization’s contribution to the lives of Montrealers and improvement of urban life.

“The QI represents over $6 billion in real estate invest­ ments.” Silès explains, which demonstrates the extra­ ordinary growth in the city core. “We aim to mobilize Montreal’s strengths and synergies to create the city of the future, a citizen-based, entrepreneurial and 5G-connected city in terms of transport, consumption, recreation, etc. The QI is also very interested in real estate projects and their artistic and cultural dimensions. We are well aware of the fact that housing construction in Montréal is booming and, in cooperation with developers, we would like to establish a system to integrate aesthetic aspects into buildings. We would also like to promote art in Montréal so that artists can benefit from the advantages of the connected city,” the QI executive director tells us.

To put down roots

GROW

AND FOURLISH

ville.beauharnois.qc.ca

INNOVATION

PARK CANADA

A SPECIAL PLACE IN THE WORLD According to smart-city expert Jean-François Barsoum, “Montréal is not only the world’s second largest research centre on artificial intelligence after Silicon Valley, but also has one of the greatest concentrations of university students in the world.

In the future, Montréal will become a living lab for ongoing experiments to improve the functioning of the city and the lives of residents. With the growing use of connected objects, each element in the city can provide us with information allowing us to better understand the city, its inhabitants and the environment. The pool of over 150 post-grad researchers in artificial intelligence in the city is particularly useful in this respect.”

According to Barsoum, these specialized resear­chers are particularly well positioned to make Montréal a major player in the automotive sector by developing the intelligence for autonomous vehicles (selfdriving cars). “By 2042, Montréal will be at the cutting edge of not only all technical aspects related to smart cities, but also the ethics of the application of these technologies. Montréal must play a pioneer­ing role in these ethical considerations since it is already a centre for innovation.”

Damien Silès believes that Montréal will undoub­t­­edly make even more progress in this area, in particular owing to the large numbers of students and researchers, not to mention the possibility of forging strong links between universities and local firms.

The same observation was made by Barsoum, who cites the improved collaboration between 22

MONTRÉAL ECONOMIC : : 2017 EDITION

stakeholders in the research sector, private sector and startups, while, in the past, innovation usually occurred in an isolated context.

MONTRÉAL, AN INCUBATOR FOR STARTUPS “In 2016, Montréal became the most important venture capital city in Canada, with more invest­ ments than Toronto. This shows the importance of the startup sector here. This represents immense potential for the city, particularly if our major players in Québec like Bombardier and Desjardins invest to produce a new economy in collaboration with universities and startups. If these condi­tions are all met, Montréal will be unbeatable,” Barsoum states.

QI’s executive director points out Montréal’s distinctive advantages: “An eclectic city like Montréal can attract both French- and Englishspeaking talent who can live downtown rather than in bedroom communities, like they do in Europe.

On its 400th birthday, Montréal and its residents will still live in a very young city, with the typical boldness and fun-loving characteristics of young cities, which provide fertile ground for the creation of innovative projects. In Montréal, our openness to the world is mind-blowing, allowing us to build bridges and work with startups that include researchers from abroad, with other Canadian cities and on an international scale. Montréal has a rich entrepreneurial ecosystem, not only in technology but in different areas like video games, economics and finance, applications and engineering. These are the avenues for developing an inclusive city that will be a model for the entire world.”

CITIZENS AT THE HEART OF SMART CITIES

BY YASMINA EL JAMAÏ

Andrée De Serres is a full professor at the Strategy, Social and Environmental Responsibility Department of l’Université du Québec à Montréal (UQAM) Business School. She also holds the Ivanhoé Cambridge Chair in real estate since 2011. She has acquired a unique and insightful global perspective of smart cities. The following are her expert comments on Montréal’s real estate developments that she regularly follows.

ABOUT SMART BUILDINGS Smart cities, which connect users, pedestrians and tourists, have been widely covered by the media to a point where this technical definition is the one that has caught the collective imagination. But Ms. De Serres considers that an important factor has been omitted: “Buildings must be considered as the pillars of smart cities. Each building is an independent structure that must be integrated into the larger system that is the smart city. Buildings, which constitute the most important component that has to be connected to a city’s services and infrastructure, include institutional, commercial, industrial, residential, service, recreation and tourism developments.”

According to this expert, all types of buildings will also require a host of services adapted to their respective vocations and to the needs of their users or tenants. “One cannot develop smart city projects without connecting buildings. Recent statistical data show that in northern climates, people spend more than 90% of their time indoors, which is why it is important to link buildings to the smart city in order to better connect their users.

The ingenuity and strategy of building managers will be required to link a unique set of services that meet the needs of their occupants,” she added.

She believes that if Montréal is gearing up to be a smart city, it will set itself apart from other cities. She also has great dreams for Montréal’s buildings: “Smart buildings will offer even more services to its users while optimizing their use of public services following the energy efficiency movement that we have already embarked on: recent buildings, such

JBC MÉDIA BY DENIS BERNIER

ANDRÉE DE SERRES Ivanhoé Cambridge Real Estate Chair at the ESG (school of management), UQAM

as the University of Montréal’s Medical Research Centre or the Centre for Sustainable Development, are two examples of buildings where high-performance energyefficiency systems were installed and whose positive effects on the well-being of users are already evident in terms of improved luminosity and air quality. Older buildings are being refitted to reduce their energy consumption and greenhouse gas emissions while improving the environmental quality required by their users.”

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SMART CITY

In addition to improving the energy-efficiency performance of buildings, which is already a major step in transforming existing buildings into smart and sustainable buildings, energy meshing projects involving numerous buildings are ongoing in Montréal and throughout the province. Several buildings can be grouped and connected to a system that remotely controls and monitors power and water supply, and that ensures the proper operation of electromechanical equipment as well as safety thanks to thousands of sensors that collect and analyze data.

INCREASED CONNECTIVITY The move to smart buildings is already in full swing not only for the purposes of energy-efficiency but also through Internet, wireless and cloud computing services that could be provided to a building’s users as well as to entire neighbourhoods. “In Montréal, the Cultural Quarter and the Quartier de l’innovation (QI) have already implemented a range of innovative services thanks to their high bandwidth networks.

These new interconnected services used by smart cities will inevitably have to rely on infrastructures adapted to the overall needs of various urban neighbourhoods. These services represent major investments, and Montréal will have to find potential uses that will have to be implemented,” predicts Ms. De Serres.

She added that the city will have to rethink the means of better serving its citizens at a lower cost: “Instead of the citizen having to go to a municipal office to obtain a construction permit or a dog license for instance, the city will come to the citizen. Services will be implemented and adapted to the needs of citizens, pedestrians and tourists, but will also have to include building managers who are responsible for providing these services to their users. In this regard, the city must establish relationships between the providers of these services and building managers to plan, at the outset, the integration of smart buildings into tomorrow’s smart cities.”

THE ESSENTIAL ROLE OF REAL ESTATE DEVELOPERS “In general, real estate developers are visionaries who succeed in developing large projects that can reach their full potential several years later,’’ explains Andrée De Serres. They look into the future to imagine what a neighbourhood or the city where they invest will become. Many recent buildings are smart buildings that provide very sophisticated services to their users.

The problem is that real estate developers carry out their projects individually. To build a smart city, they must integrate their visions and projects so that

24

MONTRÉAL ECONOMIC : : 2017 EDITION

various buildings make up an integrated and connected ensemble in their areas and as part of Montréal’s smart city project. In this regard, real estate developers can be the drivers of tomorrow’s smart cities.”

MONTRÉAL AS A SMART CITY The contribution of all owners of existing buildings to the development of a smart city is also essential and could begin with improvements to their energy efficiency. Ms. De Serres considers that tax incentives could accelerate the move to smart buildings.

She hopes to see developers, the city and citizens working together towards the realization of this tremendous project.

“For all to benefit from the advantages of a smart city, we must learn to share even more. This will improve the resilience of the city and its buildings when faced with safety threats or natural disasters, and it will also contribute to increasing the value of real property. If all stakeholders participate in building a smart city, we will all win.”

A SMART FUTURE For Andrée De Serres, a smart city also refers to the collective awareness of social changes to be made: “The smart city that will stand out among all others is the one that will have succeeded in involving and mobilizing the various players and in developing an interactive discussion forum to include the visions and exchanges of citizens and other stakeholders.

For instance, all could provide their comments on the redevelopment of a street or the fluidity of public transit services. The intelligent city’s transformation process will be continuous and based on consultations and social consensus-building. Individual privacy will also have to be preserved.”

Ms. De Serres sees the smart city as a way of life where citizens own their city. “Montréal is already a showcase of collaborative spaces. In 2042, our smart city will be made up of a large number of these spaces, both public and private, that will promote relations based on trust and reciprocity, and on the commitment of all stakeholders in the various phases of a project’s lifecycle. Montréal will be a city boasting numerous built spaces which will be increasingly open and connected to meet the needs of all the neighbourhoods residents. It will also be a hub for knowledge exchange, culture and an exciting lifestyle. If citizens are not involved at the outset in the smart city’s continuous transformation process, we will find ourselves in a sci-fi city akin to the Matrix, with robots, towers and driverless cars,” warns Ms. De Serres.

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ELECTED OFFICIALS

HELP BOOST MONTRÉAL’S POSITION ON THE WORLD STAGE

BY YASMINA EL JAMAÏ

Mayor Denis Coderre has promised to establish a Maison des regions (House of Regions) in Montréal in 2017, one of the projects marking the city’s 375th anniversary. The initiative will bolster economic and political synergy between municipalities and provide Québec regions with a local showcase to promote their distinctive areas of expertise, as well as opportunities to participate in numerous innovative projects in areas such as hydroelectricity, the “Blue Highway“ (short sea shipping on the St. Lawrence River) and R & D. This project is proof of Montréal’s commitment to working hand in hand with other municipalities and regions. We interviewed Bernard Sévigny, Mayor of Sherbrooke and head of the Union des municipalités du Québec (Québec’s union of municipalities), as well as Repentigny Mayor Chantal Deschamps, to learn about the special synergy between their cities and Montréal in an international context of free trade.

UMQ

BERNARD SÉVIGNY President of the Union des municipalités du Québec Mayor of Sherbrooke

INCREASED SYNERGY “In Montréal, there is an awareness of, and responsiveness to, regional economic development. Mayor Denis Coderre is working to forge strong links with regions and municipalities through a series of visits, to local chambers of commerce among others,” states Bernard Sévigny.

The synergy between the metropolis of Montréal and its nearby municipalities has improved noticeably, as Repentigny Mayor, Chantal Deschamps, can attest.

Deschamps is also reeve of the Regional County Municipality (RCM) of L’Assomption and a member of the executive committee of the Communauté métropolitaine de Montréal (Montréal Metropolitan Community, known by its French initials, CMM).

“Beginning mainly in 2012, municipalities in the CMM were called on to develop a broader view of the metropolitan community, using an unprecedented spatial and land-use planning model that has subsequently inspired various metropolises around the world. After widespread public consultations, elected officials from the 82 municipalities in the Greater Montréal area joined forces to formulate the Metropolitan Land Use and Development Plan (PMAD) focusing on land use,

FRANCE FLORANT

CHANTAL DESCHAMPS Mayor of Repentigny Member of the executive committee of the Communauté métropolitaine de Montréal

MONTRÉAL ECONOMIC : : 2017 EDITION

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ELECTED OFFICIALS

transportation and the environment. Elected officials and partners were able to reach a consensus by rallying around roughly 60 innovative projects. For example, new streamlined governance for mass transit is now taking shape with the creation of a regional metropolitan transit authority and metropolitan transit network. This will result in more efficient mass transit with better quality service. It could even lead to the use of a single transit pass for users in all CMM municipalities, as is currently being done in the Île-de-France region of France.”

EVERY CITY IS UNIQUE For Sherbrooke Mayor Bernard Sévigny, the recent CanadaEuropean Union Comprehensive Economic and Trade Agreement (CETA), which will eliminate 99% of tariffs on trade between the two parties, demonstrates that international trade is becoming increasingly liberalized. In this context, Sévigny believes that municipalities must form metropolitan clusters to better position themselves and showcase their respective strengths as economic development actors, first at the local level and then at the international level.

“Sherbrooke has two universities and a higher student ratio than in the rest of Québec, which are two very special advantages for a regional city like ours. We also have abundant brainpower, clean technologies and a significant medical and health hub. I hope that in 25 years from now, in addition to developing its other competitive advantages, Sherbrooke will be recognized as a university and knowledge city, which is its main contribution to the metropolis,” the mayor explains.

Deschamps is counting on the distinctive characteristics of the city where she has served as mayor for the last 20 years.

“Agricultural land makes up nearly 50% of the territory of Repentigny and the RCM of L’Assomption, providing an incubator for pioneering agricultural projects that emphasize

sustainable development. For example, the region’s innovation hub in bioproducts and agricultural efficiency, by partnering with the Carrefour industriel et expérimental de Lanaudière (CIEL), has solidified the RCM’s reputation as one of Québec’s most important agricultural regions. CIEL, an applied research centre, conducts applied research in agriculture and provides infrastructure and facilities to firms working in the plant bioproducts sector. In addition, Repentigny has been able to take advantage of its enviable geographic location, just outside Montréal and on the banks of the majestic St. Lawrence River.

Recently, it opened the Parc-plage Saint-Laurent, an urban beach where visitors can bask in the sun and enjoy views of the river, and established a unique river shuttle allowing passengers to discover the river’s beauty and explore the cultural, architectural and ecological heritage of the nearby archipelago of islands on bicycles. Owing to the fact that our population is less dense, Repentigny cannot compete with big cities, but this does not stop us from developing ourselves economically in a way that complements the metropolis, through both local initiatives and those supported by the CMM. My wish for the next 25 years is that the CMM will strengthen this complementarity further by working more closely with its 82 municipal partners.” The Repentigny mayor also looks forward to the time when women are represented more equitably in the CMM, which she has participated in since its founding. “At the time, I was the only woman. Gender representation has improved since then but I hope that eventually we will have an equal number of men and women in the CMM,” she acknowledges.

Strength in numbers Bernard Sévigny is confident about Montréal’s future on the world economic stage. “It’s up to each player to position themselves on the vast playing field of international trade,” he suggests. “During the next few decades, all regions and municipalities will have a role to play in attracting investors and entrepreneurs to stimulate innovation.

Whether these winning conditions are achieved will depend on the degree of cohesion of the players; the larger and stronger the alliance, the better the results will be in 25 years.”

Contrecœur, an intermodal transport centre with a regional logistics hub and industrial port area

Contrecœur, which will celebrate its 350th birthday in 2018, is one of the oldest municipalities in Québec. Situated on the St. Lawrence River, near the major South Shore highways, it has extensive intermodal transport infrastructures facilitating a variety of business ventures. Roughly 40 million square feet has been set aside for logistics activities, and a number of hectares are also available for new firms and industries. The Port of Montréal has bulk handling facilities in place and plans to add a container terminal in the next decade. By ship, truck or train : all roads lead to Contrecœur! www.contrecoeureconomique.com 28

MONTRÉAL ECONOMIC : : 2017 EDITION

FORUM OF

ELECTED MUNICIPAL OFFICIALS SPECIAL SECTION

The Greater Montréal area, with its 3.9 million inhabitants, accounts for roughly half of Québec’s population and gross domestic product. For the city itself and the 81 other municipalities located in the Montréal Metropolitan Community, this is an invaluable asset.

Together, they form a powerful urban agglomeration that is competitive on both the local and international stages, united yet diverse. Each municipality has its own characteristics, advantages and local colour, providing a multitude of possibilities to firms from here and abroad wishing to set down roots. We will introduce a few of the most dynamic ones in the following pages.

BLAINVILLE

MIRABEL

CLAIR OBSCUR MULTIMÈDIA

CITY OF MIRABEL

BEAUHARNOIS

CITY OF BEAUHARNOIS

LAVAL

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FORUM OF ELECTED MUNICIPAL OFFICIALS

Laval

A STRATEGIC CHOICE According to the 2016 census, Laval has a population of 422,993, making it Québec’s third largest city. With such a strong advantage and based on its exceptional business and living environment, Laval has adopted an approach to economic development that includes initiating a host of major projects. The city is completely remaking itself.

A CITY RECOGNIZED FOR ITS SOUND MANAGEMENT AND STRATEGIC VISION These days, Laval is using a structured approach to development, owing to a new governance model and strategic vision developed in consultation with the community—to be “urban by nature” by 2035. Concrete measures implemented by the city administration include support for developers and entrepreneurs in the form of generous tax credits, along with a completely revamped land-use and development plan.

In 2016, the city of Laval won the award of excellence from the Institut d’administration publique du Québec (IAPQ) for this project, as well as an Ovation prize from the Union of Québec Municipalities in the category of human resources, operations and contract management.

As Laval Mayor Marc Demers remarks, “When we were reorganizing our administration, we sought input from experts in order to get a critical examination of our work. This proved very useful and as a result Ville de Laval has increasingly become an example to be followed.”

INVESTING IN SUSTAINABLE DEVELOPMENT The city of Laval supports the development of a prosperous, sustainable, competitive and forward-looking economy, as over $90 million in infrastructure spending in new growth sectors attests. Under the city’s 2017 budget and 2017–2019 three-year capital expenditures program, $12 million will be invested in green-space acquisition and $23.2 million in the city’s pedestrian and bicycle network. In addition, the Laval Transit Corporation will see a 7.3% increase in its funding (total allocation of $70.1 million for 2017).

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MONTRÉAL ECONOMIC : : 2017 EDITION

VILLE DE LAVAL

Another element that illustrates the changes that have occurred in the city administration is a groundbreaking research project carried out in collaboration with Québec’s school of public administration, the École nationale d’administration publique (ENAP). The objective was to support the municipal administration in its major reorganization efforts by emphasizing sound management, revamped governance structures, accountability and best ethical practices.

MARC DEMERS Mayor of Laval

>

FUTURE AQUATIC COMPLEX FOR THE CITY OF LAVAL

“In order to continue supporting economic growth in our territor y, our economic development department is overseeing the establishment of an economic development incentive program, which includes property tax credits for businesses of up to $1.5 million a year, for a combined total of up to $7.5 million over five years, “ Mayor Demers remarks.

A BOOST FOR DOWNTOWN URBAN DEVELOPMENT AND INFRASTRUCTURES In recent years, Laval has focused on growth-generating projects to encourage development in its urban core, to make it the city’s economic centrepiece and main showcase: “We are investing not only in infrastructure maintenance but also in major development projects, which contribute to the creation of a dynamic downtown. Examples include Place Bell, scheduled to open this fall, or the new aquatic complex, which will open in 2020,” the mayor adds.

>

GROWTH WITH INCENTIVES Laval enjoys a diversified and sustainable economy and a highly skilled workforce, with employment increasing by 2% annually since 2001 on average1. Through the work of its economic development department, the city has succeeded in greatly streamlining the investment process, effectively showcasing Laval businesses and increasing synergy with its partners.

Two members of the IAPQ jury with Manon Bernard, strategic dossiers manager; Carole Imbeault, assistant city manager for administration; Sandra Desmeules, executive committee member and Serge Lamontagne, Laval city manager.

Furthermore, in an effort to boost transit-oriented development (TOD), Mayor Demers has announced roughly $12 million in investments to revitalize the area around the De La Concorde metro station and another $1.1 million for the Cartier metro station sector.

“The area around the De La Concorde metro station will be redeveloped in the next few years to incorporate residential and commercial spaces, green space and a public square. The Cartier metro station, which was opened eight years ago, is a major gateway to the city and the redevelopment project for the neighbourhood will start with the metro station and nearby park and ride and bus terminal,” Demers stresses.

Laval is clearly a city that is transforming and renewing itself, for businesses, residents and the environment. n

1. Statistics Canada for census years and CMM for intercensal estimates

MONTRÉAL ECONOMIC : : 2017 EDITION

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FORUM OF ELECTED MUNICIPAL OFFICIALS

Beauharnois

Thanks to its 20/20 action plan, which aims to meet the needs of a burgeoning population of 20,000 by 2020, Beauharnois is booming. In 2017, the town is continuing its efforts to make itself more attractive to young families.

O

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VILLE DE BEAUHARNOIS

INCREASED COMMERCIAL SPACE OFFERINGS The nearby Quartier Espace 30, housing both stores and offices, will begin construction in spring. In addition, the new District Beauharnois shopping centre, already partially open, will be completed. A second section should open in 2017, completing the city’s commercial space offerings.

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MONTRÉAL ECONOMIC : : 2017 EDITION

CLAUDE HAINEAULT Mayor of Beauharnois

NUMEROUS ASSETS The city, which has adopted a family policy, is targeting today’s families with a number of amenities. Along with its private daycares, publicly funded early childhood centres (CPE), schools and recently renovated library, Beauharnois also offers a free local public transit service to its residents (established in 2016). Last summer, the city opened two water play areas and a skate park.

Lastly, the city has reduced residential tax bills every year during the past four years. “Between now and 2020, the decrease will continue at a rate of 1% annually. In addition, average housing prices here are ver y competitive, allowing families to easily become first-time homeowners,“ the mayor emphasizes. n

ne of the city’s priorities is developing it s industrial park to create jobs. In October 2016, IKEA purchased land for its new distribution centre there. “We are talking about a $160 to 200-million investment, the creation of 200 jobs and a huge construction site for a project that will last 18 to 24 months beginning in 2017,” the city’s mayor Claude Haineault boasts. Testifying to the success of the industrial park, the city is currently negotiating with Hydro-Québec to acquire an additional 20 million square feet.

A REVITALIZED DOWNTOWN Significant amounts will also be invested in revitalizing the city’s downtown, “which will have a new emphasis, focusing more on waterfront development, tourism, and nearby services and shops,” Mayor Haineault says. In addition, a new marina will be built in 2017. “With its different access points to the water, like the kayaking centre, marina and parks, Beauharnois offers a unique advantage, which should attract young families,” he stresses.

VILLE DE BEAUHARNOIS

AN IDEAL ENVIRONMENT FOR FAMILIES

FREE LOCAL PUBLIC TRANSIT IN THE CITY OFFERED IN COLLABORATION WITH THE HARDEN GROUP AND CANAC

Mirabel Mirabel

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Residential housing projects are permits like issued.

Residential housing projects are sprouting in parts of sprouting likemushrooms mushrooms inseveral several parts ofthe thecity. city. sprouting like mushrooms in several parts of the city.

Mayor Mayor Jean Jean Bouchard Bouchard cites cites the the example example of of the the Mayor Jean Bouchard cites the the example of the Cité de project Cité de Mirabel Mirabel project bordering bordering the Laurentian Laurentian Cité de Mirabel project bordering the Laurentian Autoroute, aa huge high-density mixed-use urban Autoroute, huge high-density mixed-use urban Autoroute, a huge high-density mixed-use development next developmentwith withover over2,000 2,000housing housingunits. units.ItItisisurban next development with over 2,000 housing units. It is next to the Outlets Montréal mega-shopping to the Premium Premium Outlets Montréal mega-shopping to thewhich Premium Outlets Montréal mega-shopping centre, has warehouse stores. centre, which has 75 75 warehouse stores. centre, which has 75 warehouse stores.

others,” others,” Bouchard Bouchard says. says. In In addition, addition, Mirabel Mirabel ranks ranks others,” Bouchard says. In addition, Mirabel ranks over over 40,000 40,000 inhabitants inhabitants and and 18th 18th overall, overall, with with an an over 40,000 inhabitants and 18th overall, with an economic vitality index economic vitality index of of 17.38.

17.38. economic vitality index of 17.38.

NEW NEW INFRASTRUCTURES INFRASTRUCTURES NEW INFRASTRUCTURES Concerned with Concerned with providing providing adequate adequate services services to to Concerned with providing adequate to its residents, Mirabel will $17 million its residents, Mirabel will invest invest $17 services million in in its residents, Mirabel will invest $17 million in construction construction of of two two cultural cultural centres. centres. construction of two cultural centres.

ENVISIONING ENVISIONING THE THE FUTURE FUTURE ENVISIONING THE FUTURE Responding to population’s Responding to the the active active population’s growing growing Responding to the active aapopulation’s growing needs priority needs in in the the future future remains remains priority for for Mirabel.

Mirabel. needs in the future remains a priority for The project to build a new commuter train station The project to build a new commuter train Mirabel. station The project to build aline, new in commuter train station on the Saint-Jérôme with on the Saint-Jérôme line, in collaboration collaboration with on Agence the Saint-Jérôme line, in with the métropolitaine de transport the Agence métropolitaine decollaboration transport (AMT), (AMT), the Agence métropolitaine de transport (AMT), is is ongoing. ongoing. Last Last year, year, the the city city submitted submitted aa brief brief is ongoing.

Last year, the city submitted a brief on the of local to on the advantages advantages of including including local service service to onairport the advantages including localélectrique service to its site planned Réseau its airport site in in the theof planned Réseau électrique its airport site in the planned RéseauIn métropolitain (REM) light-rail network. addition, métropolitain (REM) light-rail network.

Inélectrique addition, métropolitain (REM) light-rail network.

In addition, the extension of Highway 13, crucial easing the extension of Highway 13, crucial for for easing the extension of Highway 13, crucial for easing closely,” ■ closely,” Bouchard Bouchard concludes. concludes. ■ closely,” Bouchard concludes. ■

VILLE DE MIRABEL

A A FLOURISHING FLOURISHING ECONOMY ECONOMY A FLOURISHING rms With 150 rms and and 850 850 commercial commercial rms rms With 150 industrial industrialECONOMY rms jobs, and commercial rms With 150 industrial providing nearly Mirabel’s economy providing nearly 23,000 23,000 jobs,850 Mirabel’s economy providing nearly 23,000 jobs, Mirabel’s economy is ourishing, particularly particularly due due to to its its world-class world-class is ourishing, particularly duein its world-class is ourishing, aerospace hub. airport partnership with aerospace hub.“Our “Our airportsite, site, into partnership with aerospacede hub.

“Our airport site,large in partnership with Aéroports Montréal, attracts international Aéroports de Montréal, attracts large international Aéroportslike de Montréal, attracts large international companies Bombardier, Sonaca, Bell Helicopter companies like Bombardier, Sonaca, Bell Helicopter companies like Bombardier, Belland Helicopter Textron, L-3 MAS, Pratt Whitney many Textron, L-3 MAS, Pratt &&Sonaca, Whitney and many Textron, L-3 MAS, Pratt & Whitney and many

JEAN JEAN BOUCHARD BOUCHARD JEANof BOUCHARD Mayor Mirabel Mayor of Mirabel Mayor of Mirabel

LIKE LIKE MANY MANY OTHER OTHER NATIONAL NATIONAL AND AND INTERNATIONAL INTERNATIONAL FIRMS, FIRMS, BELL BELL HELICOPTER HELICOPTER TEXTRON TEXTRON CHOSE CHOSE MIRABEL. MIRABEL. LIKE MANY OTHER NATIONAL AND INTERNATIONAL FIRMS, BELL HELICOPTER TEXTRON CHOSE MIRABEL.

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ndeed, ndeed, in in January January 2017, 2017, the the population population of of Mirabel Mirabel ndeed, in50,000 Januaryinhabitants, 2017, the population of Mirabel exceeded with age exceeded 50,000 inhabitants, with aa mean mean age of of exceeded 50,000 inhabitants, with a mean age of only 34 only 34 years. years. only 34 years.

VILLE DE DE MIRABEL MIRABEL VILLE VILLE DE MIRABEL

A A BOOMING BOOMING CITY CITY

MONTRÉAL ECONOMIC : : 2017 EDITION

33

Blainville Blainville SYNONYMOUS WITH SYNONYMOUS WITH FAMILIES AND QUALITY FAMILIES AND QUALITY

For a number of years, the city of Blainville, which benefits from a favourable geographic location, has been recognized for the exceptional services and quality Forlife a number of years, to theresidents. city of Blainville, benefits a favourable of that it provides In 2016, which it gained a newfrom official byword— geographic location, has been recognized for the exceptional services and family—when the magazine MoneySense named it the best place to raise aquality family of Canada. life thatBlainville it provides to residents.

2016, it gained a new official byword— in emphasizes this In niche in its positioning efforts. family—when the magazine MoneySense named it the best place to raise a family in Canada. Blainville emphasizes this niche in its positioning efforts.

an exceptional quality of life, with taxation that SETTING THE BAR VERY HIGH remains competitive, “he says proudly.

The mayor and his team manage a city that experienced rapid in the 1990s. As of SETTING THE BARgrowth VERY HIGH 2017, its demographics have stabilized, butthat the The mayor and his team manage a city city continues to work to maintain high-quality experienced rapid growth in the 1990s. As of standards.

According tohave a survey that it but carried 2017, its demographics stabilized, the out in 2016, 98.7% ofto respondents found its city continues to work maintain high-quality services families to satisfactory, 97% standards.toAccording a survey thatwith it carried stating that they would recommend Blainville as out in 2016, 98.7% of respondents found its a good place to live. satisfactory, with 97% services to families

MONTRÉAL ECONOMIC : : 2017 EDITION

in investments and the construction of 165 Blainville, theunits. city of families and a high quality new housing of life, has clearly not finished accumulating advantageous bywords. n and a high quality Blainville, the city of families of life, has clearly not finished accumulating advantageous bywords. n

>

CLAIR OBSCUR CLAIR MULTIMÈDIA OBSCUR MULTIMÈDIA

and families. One thing is certain: we have set the bar very high.”

34

AN ECONOMY THAT SHOWS NO SIGNS OF SLOWING DOWN Despite economic ups and downs, Blainville has AN ECONOMY THAT SHOWS managed to stay on course in terms of growth.

NO SIGNS OF SLOWING DOWN The city even had its best performance in the Despite economic ups and downs, Blainville has last decade withon commercial investments of managed to stay course in terms of growth. $21.5 million.

Blainville has five commercial The city even had its best performance in the hubs, including Exit 28 investments project along last decade with the commercial of Highway 15.

The city’s industrial parks still $21.5 million. Blainville has five commercial offer locations for anyone wishing to hubs, prime including the Exit 28 project along invest in this promising city.

Lastly, a number Highway 15. The city’s industrial parks still of residential housingfor projects to offer prime locations anyonecontinue wishing to attract theaQuartier invest innew thisresidents, promisingincluding city. Lastly, number de la gare andhousing the Chambéry project, which of residential projects continue to had another good year with over $38 million attract new residents, including the Quartier in and Chambéry the construction 165 de investments la gare and the project,of which new housing units. had another good year with over $38 million

anked the 17th largest city in Québec and the 2nd largest in the Laurentian region by population, Blainville, which at and the anked the 17th largest city isinlocated Québec junction of highways 15 and 640, has built the 2nd largest in the Laurentian region an by enviable reputation theis years. the population, Blainville,over which locatedFor at the city’s mayor, Richard15Perreault, there is no junction of highways and 640, has built an doubt that efforts in the last 11 years enviable reputation over the years. Forhave the borne fruit: “Since 2006, Blainville there has made a city’s mayor, Richard Perreault, is no major effort to upgrade itself. doubt that efforts in the last 11 The yearsentire have municipal administration worked a borne fruit: “Since 2006, has Blainville hastoward made a central objective: putting citizens at the heart major effort to upgrade itself. The entire of our concerns.

Today, Blainville families enjoy municipal administration has worked toward a unrivalled services, modern infrastructures and central objective: putting citizens at the heart an exceptional quality life, withfamilies taxationenjoy that of our concerns.

Today,ofBlainville remains competitive, “he says proudly. unrivalled services, modern infrastructures and

stating that they would recommend Blainville as “In September a good place to2015, live. we opened the Paul-Mercier library, which is used by over 200,000 people every year,” Mayor says. previous “In September 2015,Perreault we opened the“Our Paul-Mercier projects include the construction of the aquatic library, which is used by over 200,000 people centre, La Zone youth centre and police station every year,” Mayor Perreault says. “Our previous and the include acquisition of the Centre projects the construction of d’excellence the aquatic Sports We have protected 40%station of the centre, Rousseau.

La Zone youth centre and police natural environments in our territory.

We offer and the acquisition of the Centre d’excellence a program of varied and sport facilities Sports Rousseau.

Weactivities have protected 40% of the that take account of the needs of organizations natural environments in our territory.

We offer and families.

One thing is certain: havefacilities set the a program of varied activities andwe sport bar very high.” that take account of the needs of organizations

RICHARD PERREAULT Mayor of Blainville

BIBLIOTHÈQUE PAUL-MERCIER

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R

RICHARD PERREAULT Mayor of Blainville

BIBLIOTHÈQUE PAUL-MERCIER

VILLE DE BLAINVILLE VILLE DE BLAINVILLE

FORUM OF ELECTED MUNICIPAL OFFICIALS

CITY OF KNOWLEDGE

CANADA’S UNIVERSITY CAPITAL IS FLOURISHING

BY YASMINA EL JAMAÏ

Montréal’s position and international reputation as an outstanding knowledge centre have generated a lot of press lately, even more so than usual. Montréal is not only Canada’s university capital but also the second largest university town in North America. In February, the prestigious World University Rankings by the British agency Quacquarelli Symonds named Montréal the best student city in the world for 2017. Our city thus supplants Paris, which ranked first during the previous four years as the most popular city with students.

MONTRÉAL, A KNOWLEDGE PILLAR The fact that Montréal is special—beloved not only by residents but by the newcomers and visitors who come here in droves to study, work and live—is backed up by the figures.

As of the fall of 2015, over 38,000 international students were registered in regular university programs in the city, representing an increase of 50% in the last six years.

The city is attracting a growing number of international students, a trend that has intensified in the last three years, according to a study on the contribution by Montréal area universities to Québec’s economy led by KPMG and Montréal International. Their report, published in October 2016, also cites the QS Best Student Cities 2016 ranking, which put the Greater Montréal area at the top of student cities in the Americas.

will provide a pool of researchers who will go on to become entrepreneurs or to work in one of Montréal’s 11 academic institutions creating innovations.

UNIVERSITIES CRUCIAL TO MONTRÉAL’S DEVELOPMENT The leaders of Montréal’s academic institutions all agree on the fact that universities are a key driver of develop­ ment in ensuring the city’s future prosperity. HEC Montréal, the Université de Montréal and the Université du Québec à Montréal have all been remarkably proactive in this area. n

Given the close link between an influx of foreign students and increased innovation and job creation, Montréal is well positioned to occupy an enviable position in the future as a hub of academic excellence. Furthermore, the federal government is aiming to attract over 450,000 foreign researchers and students to Canada by 2022, which should lead to the net creation of as many as 86,500 jobs, nearly 3,500 of which would be in the Greater Montréal area.

Given the fact that, of all Canadian cities, Montréal invests the most in research and development, it is not surprising that at least one third of new international students in Canada choose to study here. In the future, these students

ISTOCK BY MONKEY BUSINESS

MONTRÉAL ECONOMIC : : 2017 EDITION

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CITY OF KNOWLEDGE

A NEW BUILDING FOR HEC MONTRÉAL IN THE HEART OF MONTRÉAL’S BUSINESS DISTRICT

HEC MONTRÉAL TO OPEN DOWNTOWN LOCATION

HEC Montréal is planning to construct a building on a portion of the lot between Beaver Hall hill and St. Alexandre Street, to fill the business school’s net space deficit of 18,110 m2.

According to HEC’s director, Michel Patry, this facility will allow the business school to get closer to its actual clients, who consist of business professionals interested in taking professional development courses in business management taught in French, such as an evening MBA. “This new building will allow us to be close to our graduates who are downtown and the other 300,000 professionals and managers working there. It will also facilitate discussions and knowledge transfer with nearby research centres and institutes and our private- and public-sector partners,” the director explains.

“When the HEC was founded in 1907, it was located on Viger Street,” said Patry. “The new building represents a return to our roots and an opportunity to get closer to the business community, with which we maintain very strong links. We were the first management school to be founded in Canada and the only academic institution specializing in business management in the country. Getting closer to the business community is therefore natural for us,” he adds.

• Offering distinctive and specialized programs for business people; • More knowledge sharing and innovation for business success; • Better proximity for better synergy.

Management leadership for the growth of our community

SDG-8458

HEC MONTRÉAL

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MONTRÉAL ECONOMIC : : 2017 EDITION

MICHEL PATRY Director of HEC Montréal

An interview with Robert Proulx, Rector of Université du Québec à Montréal (UQAM)

SYNERGY WILL HELP MONTRÉAL TO EXCEL

BY YASMINA EL JAMAÏ

According to Robert Proulx, Rector of UQAM, Montréal’s future as a major knowledge city will depend on the creation of a number of winning conditions benefiting UQAM and other universities in the city, as well as other stakeholders in the city’s development. He describes the best practices for making Montréal the most dynamic and influential knowledge city possible by 2042.

UNIVERSITIES AS ENGINES OF MULTIDIMENSIONAL GROWTH “I firmly believe that universities are key players in ensuring Montréal’s future.

Academic institutions play a unique, essential and dynamic role in the city’s economic, social and cultural development,” Robert Proulx, the Rector of Université du Québec à Montréal (UQAM), asserts.

Proulx maintains that universities can only carry out this essential function in collaboration with all the partners involved, including the business community, social and cultural communities, elected officials and citizens.

Following the example of socially responsible cities like Boston, Proulx would like to see cooperation among all universities in the Greater Montréal area, to stimulate knowledge generation, the joint creation and implementation of development projects and the transfer of knowledge to the city’s citizenry.

“My dream is for all universities to stop working in isolation and instead to adopt a collaborative approach, which would multiply the beneficial effects of research on society.’’

For UQAM’s rector, the need to create synergies among universities, so that all work together, has never been so pressing. “Universities must reflect together on how to develop a society based on the integration and social cohesion of its members. At UQAM, we have two research chairs, the Immigration, Ethnicity and Citizenship Research Chair and the Homophobia Research Chair, which focus on the development of a society without racist and homophobic ideas respectively,” he noted.

DENIS BERNIER

ROBERT PROULX Rector of Université du Québec à Montréal (UQAM)

Universities’ role as economic engines is also key for Proulx. He believes that Montréal has significant advantages and assets despite the city’s weak performance in the last 15 years compared with other major Canadian cities in the growth of the gross domestic product (GDP), job creation and average incomes (according to 2015 Statistics Canada data).

MONTRÉAL ECONOMIC : : 2017 EDITION

37

CITY OF KNOWLEDGE

AN IMPOSING UNIVERSITY HUB TO KICK START THE ECONOMY Montréal was recently ranked the best student city in the world by international students, in a survey by the firm Quacquarelli Symonds. Indeed, Montréal’s universities play an essential social and economic role in the city. “Montréal’s 11 universities and specialized academic institutions attract a population of not only students, professors and researchers, but also administrators, professionals and support staff, which has a positive impact on the city’s economy. This has clear economic benefits aside from job creation, for example, in the housing, transportation, communications, cultural and tourism sectors,” Proulx explains.

knowledge that can be used directly by society. We must take greater advantage of the potential universities have to offer as incubators of ideas, in collaboration with the population who will directly benefit, “ Proulx explains.

“Universities are producing a new generation of creative, passionate, engaged and motivated workers. This generation has the desire and capacity to develop original solutions to the current and future problems, issues and challenges that we face in our society,” he says. Given the fact that the city’s universities produce over 40,000 new graduates every year (10,000 from UQAM alone), whose skills and qualifications are crucial to forward-looking Montréal companies working in a wide range of innovative fields such as clean technologies, artificial intelligence, virtual reality, animation and multimedia, it is obvious that universities make a significant contribution.

Proulx would like to remind us that research at universities examines all aspects of urban development, including archi­ tecture, urban planning, sustainable development, urban law and the integration of individuals into society. In doing so, researchers can shed light on social, cultural and economic issues and investigate the past to better predict the future, in order to develop and deploy winning strategies to revitalize the city.

A NEW GENERATION SERVING SOCIETY “Universities are also major players in scientific research, the arts and social and technological innovation. Businesses, health and educational institutions, cultural organizations, social action agencies, and public, parapublic and community organizations all clearly benefit from the new knowledge generated by university activities. At the same time, practical knowledge from the workplace helps academia,” Proulx explains.

According to the rector, who has a doctorate in psychology, “decision-makers managing the city benefit from the work done by university researchers, whether at the scale of small singlediscipline research teams, multidisciplinary research groups, inter-university research centres or international research networks.”

Proulx is passionate about this multidisciplinary collaboration and its practical applications, which also underline the need for academic research to reflect the interests of society. This is in line with the primary mission of UQAM, which was founded in 1969 to encourage the exploration of new niches, critical inquiry and the formation of partnerships with actors in society, for the good of the community.

THE UNIVERSITY AS A DRIVER OF URBAN DEVELOPMENT “One of the challenges that Montréal will face in the next 50 years is grounding its universities and specialized academic institutions in the community. UQAM is particularly sensitive to this, owing to its mission emphasizing the development of 38

MONTRÉAL ECONOMIC : : 2017 EDITION

For the rector, “the university is the ideal place for critical reflection on the city, in all its facets and all its dimensions.” He cites the need for universities to address various aspects of the city simultaneously, whether they are economic, geographical, political, social, identity-based, historical, or centred on urban planning, with a view to the development of the city that supports these institutions.

UNDERSTANDING THE PAST TO BETTER PREPARE FOR THE FUTURE As an example, Proulx cites historian Joanne Burgess, one of UQAM’s many experts on cities. Director of UQAM’s Montréal History and Heritage Laboratory, she coordinates a research project involving around 20 researchers and a dozen private and public partners. New knowledge the project has generated on the history of Montréal is being examined to determine how it can be used to provide insight into major projects and interventions in the future. The initiative, which relies heavily on digital technologies, has also provided museums and libraries with new resources for their programs to commemorate the 375th anniversary of the founding of Montréal, in which UQAM is participating.

According to Proulx, UQAM researchers are also working on a host of initiatives that will transform and reinvent the city and help to improve residents’ quality of life. Examples include the mitigation of heat islands, the development of urban agriculture and urban beautification efforts such as the development of green spaces and public art installations and a stronger focus on urban design and showcasing the city’s heritage.

“This will allow us to push forward the plan to make Montréal a smart city, in other words, a prosperous and socially responsible city in which universities are an integral part of major urban development projects, mobilizing all stakeholders in this effort.

To revitalize the city, it must be made more attractive—more beautiful, greener, more open and more welcoming. We must also combat poverty, homelessness and high dropout rates and encourage audacity, engagement and creativity in a spirit of solidarity. This is the city that I would like to see in 2042,” Robert Proulx concludes. n

SPECIAL FEATURE

FAYOLLE CANADA

TEN YEARS AND GOING STRONG! INTERVIEW BY SUZANNE GAGNÉ, EDITOR

Bruno Fayolle, President and CEO of Fayolle Canada, and Hugues Fastrel, Executive Vice President and COO, met in 1988 just before undertaking their engineering studies. Rather than taking life easy for a while, they bet everything on a major decision: to move to Québec where they created, in 2006, a thriving group of companies that have an enviable reputation in their respective areas, with sales exceeding $500 million, and a workforce of approximately 400 employees. Welcome to Fayolle Canada!

HUGUES FASTREL, EXECUTIVE VICE PRESIDENT AND COO AND BRUNO FAYOLLE, PRESIDENT AND CEO

JBC MÉDIA BY ROXANE PAQUET

MONTRÉAL ECONOMIC : : 2017 EDITION

39

450.659.6000

We are p lea sed to work w it h Ma gil Construction a n d Fayolle C a n a d a towa rds achievin g a m b it iou s p rojects.

FAYOLLE CANADA

T

he business world is not new to Bruno Fayolle. In 1929, his great-grandfather and his grandfather founded Jean Fayolle et fils, a masonry company based in Paris. Twenty years later, his grandfather founded a building company as well as a waste collection and a street sweeping company. In the 1960s, road construction and maintenance were added to the company’s activities.

In the early 1990s, Bruno Fayolle and Hugues Fastrel spent time as trainees in the family business.

Bruno joined the company full-time in 1996 while Hugues began his engineering career in various organizations, including the giant conglomerate, Bouygues International.

A TURNING POINT In the early 2000s, the growth perspectives of Fayolle et fils had decreased due to a compression of municipal budgets. Bruno Fayolle then decided to diversity and explore foreign markets.

“With Bouygues International, Hugues had already worked in several countries,” states Mr. Fayolle. We therefore had the knowledge to seize these markets, but we didn’t want to relocate just anywhere. Eastern Europe and Asia were out of the question, while North America was a natural choice. Canada, and especially Québec, seemed culturally similar enough to facilitate our integration, which would have been much more difficult in China, for instance. Also, we were not looking for a tax haven but a country where we could grow.”

Bruno and Hugues, who are both fathers, were very sensitive to the issues of personal freedom and safety, and these priorities were also major considerations when the time came to choose a country of adoption.

Bruno Fayolle inherited the entrepreneurial gene that has motivated his family since the beginning of the last century.

FAYOLLE FRANCE

MONTRÉAL ECONOMIC : : 2017 EDITION

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FAYOLLE CANADA

IN FULL SWING Fayolle Canada was founded in 2006 with the acquisition of Portes Isolex, a garage door manufacturer located in Belœil, and the Pro Le Professionnel garage door purchasing group.

The same year, in order to be on the alert for additional opportunities, Hugues Fastrel moved to the Montréal area five years before Bruno Fayolle. He deployed his radar, looking for business opportunities for the newly created holding.

These opportunities came quickly: in 2008, Bruno Fayolle sold the Parisian waste collection division to finance the acquisition of Groupe SCV in Victoriaville, a firm specializing in electrical and mechanical systems.

In the following years, Fayolle Canada also acquired Magil Construction, a general building contractor; Excavations Payette, specialized in decontamination, excavation and snow removal; TASK Construction Management, a building contractor based in British Columbia; McKay-Cocker Construction, a general building contractor headquartered in Ontario and in 2013, Alta Construction, a civil engineering firm with offices from coast to coast.

JBC MÉDIA BY ROXANE PAQUET

BRUNO FAYOLLE President and CEO Fayolle Canada

SHARED KNOWLEDGE AND EXPERTISE “When we arrived in Québec, we had no contacts, no team, and no credit history,” says Bruno Fayolle. “We worked very hard and we sometimes made mistakes by following a wrong track or dealing with unreliable individuals, but we learned!”

various companies is complementary. For instance, in Québec, the company specializes in high-rises, hospitals and shopping centres. In Ontario, McKay-Cocker builds plants and civil engineering projects, while TASK Management, in Western Canada, develops recreational facilities. By consolidating these areas of expertise in a sole entity - Groupe MC – our companies benefit from each other’s talents, depending on the requirements of our projects.”

Today, Bruno and Hugues manage a very successful holding company, which is in large part due to the balance between their various areas of activity and their Canada-wide presence: “Economic cycles are different for one province to another,” explains Bruno Fayolle. In this context, the expertise of our

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Energy management Renewable energy Scan Sub-station Energy storage Control Systems

We are proud to collaborate with Fayolle Canada in their achievements MONTRÉAL ECONOMIC : : 2017 EDITION

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FAYOLLE CANADA

Also, Bruno Fayolle and Hugues Fastrel steadfastly hold on to the values on which they built their holding company: sustainability, entrepreneurship, integrity, respect, and team spirit. Each time they contemplate an acquisition, the teams in place must already adhere to similar values.

“We don’t only look at numbers. We also examine the values held by the company and its personnel,” added Mr. Fastrel.

“This is very important. For us, the determining factor in an acquisition is to know if we can work with the existing teams in the long term. If there is a lack of affinity, we do not proceed, even if the numbers are good. And until now, as far as people are concerned, we were never disappointed!”

A GROWING MARKET Even if private investments have slowed in recent years, Hugues Fastrel considers that Montréal has a strong potential: “The new air route that is opening between China and Montréal will create a daily flow of tourists and immigrants that already largely surpasses that of British Columbia.

Montréal is already benefitting from this flow. Asians are increasingly investing in Montréal. Some may not like this, but I find it healthy since it invites capital investments.”

Fayolle Canada has also expanded its business with public projects such as the construction of hospitals, overpasses and other such investments. “When we came here, we focused our search on companies working in the private sector,” says Bruno Fayolle. “Following the Charbonneau Commission’s work and the opening of some public contracts to trustworthy companies, we acquired Alta which had an expertise that we did not yet have in civil engineering. Today, we boast a wide range of Canada-wide expertise and we still look forward to a considerable development potential.”

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MONTRÉAL ECONOMIC : : 2017 EDITION

As for future projects, Fayolle Canada joined a consortium that includes candidates for the light rail project, a massive endeavour for which the consortium would build 24 stations.

FROM CONSTRUCTION TO THE FOOD INDUSTRY Fayolle Canada is based on a decentralized model that provides considerable flexibility. The role of its principals mainly involves supporting the holding’s companies in their development. They are also always seeking new business opportunities: “We are also looking at new expertise and know-how when we meet people whose values are consistent with ours,” adds Mr. Fastrel.

“For us, the company must encourage ‘dreaming’, says Mr. Fayolle. We dream every day with our companies. We never excluded doing business in other areas than construction.

At the outset, we did not specialize in garage doors or medical fluids, but we developed these markets through the companies we acquired.”

In October, Fayolle Canada’s principals, who enjoy good food, acquired Andrea Jourdan’s company. Andrea, a renowned chef who is very popular with her boutique of fresh products in the Jean-Talon market and for her thousands of recipes and many recipe books that present and promote simple and fresh meals. “The approach is based on high-quality local products, says Hugues Fastrel. Consumers want authenticity and quality. They return to the source and want a sense in their consumer habits.”

“Andrea Jourdan is a master of creativity,” adds Bruno Fayolle. “We need someone as creative as Andrea to establish a grocery shop specialized in fine foods and which will eventually expand into franchises.”

grandfathers did, with the same tools and the same techniques for structures, piping etc. There are places, such as China, where very quick construction methods exist, but they still need some honing.”

More to come!

Prou to shape Québec Proud world of tomorrow. and the wor Dentons played a leading part in the closing of: Denton

JBC MÉDIA BY ROXANE PAQUET

HUGUES FASTREL Executive Vice President and COO Fayolle Canada

A FUTURE WITHOUT LIMITS Where do the principals see Fayolle Canada in 10 years? “I believe that our company will remain Canada-wide as it is now,” states Bruno Fayolle, “but we are also considering expanding to the South. Culturally, it will likely be easier to expand in Florida than in New York. For us, doing business in Florida is quite close to doing business in Ontario.

The U.S. offers an enormous potential, as in Canada. And we are already building hotels in the Caribbean, a market that we expect to continue developing.”

For his part, Hugues Fastrel is projecting a radical evolution of trades in the construction industry in the coming years: “The industrial revolution occurred in industry, as implied by the expression, but it did not necessarily involve construction trades. We continue to build as artisans. Computer modelling, through BIM for example, is already integrated, but only in the design phase. When it comes to the construction phase, we are still working as our

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45

FAYOLLE CANADA

Last October, Fayolle Canada acquired the Andrea Jourdan company.

FAYOLLE CANADA

514 326 5200 S 450 6681772 êl info@coffrage-alliance.ca œ www.coffrage-alliance.ca �

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Proud partner of Magil Construction (Fayolle Canada) team at the historical (HUM principal building project amongst others

Complete construction solutions and services Specialist in concrete structures

A HOLDING ESTABLISHED IN MONTRÉAL IN 2006

Sectors: INSTITUTIONAL, COMMERCIAL, INDUSTRIAL, MULTI-STOREYED RESIDENTIAL AND CIVIL ENGINEERING

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COMPANIES HELD : PORTES ISOLEX, GARAGE PRO LE PROFESSIONNEL, GROUPE SCV, LES EXCAVATIONS PAYETTE LTÉE, GROUPE MC (Alta Construction, Magil Construction, TASK Construction Management, McKay-Cocker Construction and Roadmark Limited) AND ANDREA JOURDAN

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HEAD OFFICE IN MONTRÉAL WITH BRANCHES IN MONTRÉAL AND VICTORIAVILLE (Québec), LONDON AND TORONTO (Ontario), ST. JOHN’S (Newfoundland and Labrador), CALGARY (Alberta) AND VANCOUVER (British Columbia) YEARLY SALES : IN EXCESS OF $500 MILLION

Our strategic partners:

Specialists in infrastructures and rentai of scaffolding and formwork equipment and tower cranes

AlliA ·-

INFRASlRUCTURES

46

LOCATION

Universelle

MONTRÉAL ECONOMIC : : 2017 EDITION

NUMBER OF EMPLOYEES : 400 (variable, depending on market cycles)

A NEW UNIVERSITY CHAIR FOR SUSTAINABLE ARCHITECTURE Already known for the scholarships it awards to students in various Canadian univer sities, last October Fayolle Canada strengthened its commitment to education with a $2 million grant to the University of Montréal’s Institute of Urban Planning to create the Fayolle-Magil Construction chair in architecture, building and sustainability.

“This is the largest donation in the history of our faculty,” says Paul Lewis, Dean. It will allow us to develop exemplary approaches in sustainable architecture in Canada.”

The chair was created to promote the quality of architectural design and the use of pioneering technologies. To this end, research will be approached in a global manner and integrated according to various factors, e.g. economic, bioclimatic and societal, that affect the construction industry.

According to Mr. Lewis, the chair will have a dual purpose. “First, it will serve to carry out research towards the development of means of designing a resilient, performing and environmentally responsible built environment. It will also serve as a focal point for knowledge transfer through seminars, workshops and conferences. It will thus establish networks with the scientific, academic, professional, government and industry communities, both nationally and internationally.”

AMÉLIE PHILIBERT

PAUL LEWIS Dean, Institute of Urban Planning University of Montréal

As of the writing of this feature, the chair’s management and scientific committees were being formed, and the chair holder was expected to be nominated. A more detailed program has since been developed.

“I am very proud to be able to partici­pate in the faculty’s growth,” concludes Bruno Fayolle. “For me, it’s an alliance between the expertise of civil engineering designers and builders within an institution that promotes architectural originality and innovation in the building arts.”

ANDREW DOBROWOLSKYJ

Left to right : Raymond Lalande, Vice-Dean, Almuni Relations, Partnerships and Philanthropy, University of Montréal, Anik Shooner, Architect with Menkès Shooner Dagenais LeTourneux and member of Campus Montréal, Bruno Fayolle, donor, President and CEO of Fayolle Canada, Paul Lewis, Dean of University of Montréal’s Institute of Urban Planning, Jacques Lachapelle, full professor and director of the School of Architecture, and John Parisella, Executive Director of Campus Montréal MONTRÉAL ECONOMIC : : 2017 EDITION

47

FAYOLLE CANADA

PROUD TO BE A LONG-TIME PARTNER Intact Insurance’s Surety Bonds team is proud to partner with Fayolle Canada in the execution of high-quality projects from coast to coast, and to contribute to its success.

Best wishes for the future!

intact.ca/business-insurance

© 2016 Intact Insurance Company. All rights reserved.

48

MONTRÉAL ECONOMIC : : 2017 EDITION

SÉLECTION VAUDREUIL With an aging population, many developers invest in retirement homes. This is the case of Réseau Sélection for which Excavations Payette constructed, within a very tight schedule, the foundations of residences for semi-retired and autonomous retirees in Vaudreuil, “One of the project’s particularities was that part of the building features had to be supported by piles, and the other part by a concrete raft foundation,” explains Mr. Rioux. “For the client, this was a technically and economically ideal solution. It was also interesting for us since we adopted a combined approach for our excavation operations.”

LES EXCAVATIONS PAYETTE

HUMAN SKILLS FIRST EXCAVATIONS PAYETTE

In 1956, Armand Payette founded A. Payette Construction Ltée, a company specialized in residential excavation, road construction and snow removal. In 1978, three executives acquired the company’s clientele and machinery, and created Les Excavations Payette Ltée.

Over the years, the company enjoyed continuous growth under the management of Michel Viger and Alain Viger, acquiring an increasingly larger part of the construction market and developing an enviable expertise for its clients composed of top general contractors.

Acquired in 2010 by Fayolle Canada, the company now boasts approximately 100 employees and is recognized as an expert in complex excavation, civil engineering and decontamination projects, as well as in snow removal, especially in the Montréal area.

“Excavation is the first phase of any construction project,” said Éric Rioux, Executive Vice President. The company has always considered the human factor as the most important component

ÉRIC RIOUX Executive Vice President Les Excavations Payette

MONTRÉAL ECONOMIC : : 2017 EDITION

49

FAYOLLE CANADA

PRESTI The Excavations Payette team carried out the excavation work for Condos Éden, a project by developer Presti, located in the Town of Mount Royal near the De la Savane metro station. The excavation also included the installation of retain­ing walls which, according to Mr. Rioux, required a veritable ‘‘ballet’’ between building trades. “From the moment that retaining walls are required, the work of all trades must be coordinated to ensure a fluid execution. As we excavated, the teams in charge of the retaining walls had to install their structures and, as new space was created, other teams installed their piles and other foundation components.

Excavation work thus continued until everything was completed in a safe manner. The moving of equipment and workers was carefully planned and coordinated to ensure that the work progressed as planned.”

EXCAVATIONS PAYETTE

50

MONTRÉAL ECONOMIC : : 2017 EDITION

EXCAVATIONS PAYETTE

L’AVENUE In addition to the Roccabella, the Excavations Payette team also carried out excavation work for the L’Avenue condo complex in the Bell Centre area. This project required the site’s decontamination and a particular expertise due to the considerable depth of the excavation, the presence of rock, the retaining structures required, in addition to the limits imposed by the restricted space in the heart of downtown Montréal.

of our operations, and this is why we choose our employees very carefully. A quality excavation always requires skilled operators and experts to plan and design the work.”

Also, in this era of environmental awareness, excavation is often preceded by soil decontamination, which is another area of the team’s area of expertise. “Our role in this regard is to abide by regulations at an acceptable cost to the client, which provides peace of mind for all,” says Mr. Rioux.

The Excavations Payette team has undertaken major work in the Quadrilatère Saint-Laurent, in Montréal, a project of the Société de développement Angus. “There are many specific challenges, explains Éric Rioux. First, we must avoid disrupting traffic and business activities on Sainte-Catherine and SaintLaurent streets. There are also historical buildings supported by rubble or quarry stone foundations. We must therefore preserve these types of foundations without destabilizing adjacent buildings.”

EXCAVATIONS PAYETTE

MONTRÉAL ECONOMIC : : 2017 EDITION

51

FAYOLLE CANADA

The company is also working on the preliminary design of major private projects in downtown Montréal, while pursuing its activities in the public sector with infrastructure projects such as wastewater and water supply systems, notably in the eastern part of the city where it is presently working on three projects.

According to Éric Rioux, the history of the company, which was founded 70 years ago, is eloquent: “We know that tomorrow is always a new day, and we work accordingly.

We are part of the few construction companies that can boast a stellar record, not having been part of any inquiry commission, for the simple reason that we always respect our clients, our suppliers and our competitors.”

PFIZER In 2011, the Pfizer pharmaceutical company decided to reorganize and revamp its premises. As part of this project, Magil Construction was responsible for the building’s complete rehabilitation and re-fit of the East building, as well as the modification of the West and Central buildings. “This project required very precise logistics since employees were working in the building during the re-fit,” explains John Marcovecchio. “We therefore held several meetings to define work sequences and ensure that employee activities would not be disrupted.”

52

MONTRÉAL ECONOMIC : : 2017 EDITION

GROUPE MC

CONSTRUCTION AND CIVIL ENGINEERING… FROM COAST TO COAST STÉPHANE GROLEAU

Groupe MC, headed by John Marcovecchio Engr, is one of the country’s 10 largest construction companies with annual sales of approximately $400 million. Groupe MC is composed of Magil Construction, Alta construction and Alta OCI, headed by Alain Gauvin eng., McKay-Cocker Construction, headed by Owen Whelan, and Magil Construction Pacific and TASK Construction Management, headed by Jim Laurence.

Magil Construction is one of the group’s flagship companies. Founded in 1953 by Louis B. Magil as a home builder, the company flourished during the baby boom years and those of suburban development. Louis B. Magil was known for his fourroom bungalow designs that the Canada Mortgage and Housing Corporation publicized throughout the country.

In the 1960s, the company expanded its activities to downtown Montréal’s commercial sector with the construction of the 555 boul. René-Lévesque

Ouest building and the building that now houses the Commission des normes, de l’équité, de la santé et de la sécurité du travail (CNESST) on De Bleury. Over the years, the company also made its mark both in the commercial and multi-residential area: IBM building, Verrières sur le Fleuve on Îledes-Sœurs, L’Héritage condos on Île Paton, Place Montréal Trust, the Scotia building, Place Air Canada, the KPMG building, Promenades de la Cathédrale, the IBM-Marathon building, the McGill College tower, Centre Bell…

MONTRÉAL ECONOMIC : : 2017 EDITION

53

FAYOLLE CANADA

“Our company sets itself apart by its presence, its attention to its clients’ needs, and its quick reaction to problems,” emphasizes John Marcovecchio, President and CEO of Groupe MC. “We work very closely with our clients, and we always defend their interests.”

JBC MÉDIA BY DENIS BERNIER

JOHN MARCOVECCHIO President and CEO Groupe MC

SPECIAL PROJECTS More recently, Magil Construction deliv­ered the Aimia / Altoria mixed-use building comprising a 10-storey extension (basilaire) with commercial space that supports a 24-storey residential high-rise, in addition to five underground parking levels. “We had the constraint of building in the heart of downtown Montréal and to connect the building to the SquareVictoria metro station”, explained John Marcovecchio. “We also demolished five buildings, except for one of the facades that we had to protect and secure while building the high-rise, before attaching it to the new construction.”

Magil also built the Myst condo complex, delivered in 2015, comprising two sixstorey buildings housing 143 high-end condo units and a commercial basilaire, as well as the Nordelec project, also delivered in 2015. Located in Pointe-SaintCharles, the Nordelec project involved the expansion and conversion of the former Northern Telecom building into condos, with a commercial unit. “We had to redesign and upgrade the electrical and mechanical systems, glazing and facades, and add elevators and stairways according to current condo standards and codes,” says John Marcovecchio.

54

MONTRÉAL ECONOMIC : : 2017 EDITION

PAVILION K, JEWISH GENERAL HOSPITAL In September 2013, Magil Construction completed Phase 1 of the Jewish General Hospital’s Pavilion K in Montréal, which included the new emergency room and the infrastructure associated with the new intensive care pavilion. The project teams then tackled Phases 2 and 3 which were delivered in 2015. This involved completing the basilaire housing the technical support centre and critical care facilities, as well as the construction of a 12-storey building for ancillary care units and private rooms. The project also included the commissioning of the new coronary care unit, the neonatology intensive care unit, and several operating suites. “Hospital projects are extremely complex,” says John Marcovecchio. “Mechanical and electrical systems, gas systems, etc., require a much higher level of quality, detail and supervision. Supervision is constant.”

Magil was also in charge of erecting the structure of the Centre hospitalier de l’Université de Montréal’s (CHUM) pavilion D, including preliminary work, excavation, foundations and the concrete structure of this 20-storey building, with four underground parking levels, for a total of 2 million square feet. With this new pavilion, CHUM will have 772 additional beds and a new centralized energy system.

STÉPHANE GROLEAU

Proud partners in your past, present and future projects.

290, boul. Lévesque Est Laval (Québec) H7G 1C7 Telephone: 450 669-2691 Fax: 450 669-4181

The following services are provided: • Building electricity • High-voltage installation work • Fire alarm systems • Ancillary systems • Control, automation and instrumentation • Outdoor lighting • Civil engineering work • Electrical engineering

MICHEL HAMELIN, Eng. President and CEO Extension 102 michelhamelin@lhelectrique.com FREDERICK TREMBLAY Executive Vice President Extension 108 fredericktremblay@lhelectrique.com

MONTRÉAL ECONOMIC : : 2017 EDITION

55

FAYOLLE CANADA

ROCCABELLA Last spring, Magil Construction completed Phase 1 of the high-end Roccabella residential project, valued at $100 million. The project includes a 2-storey commercial basilaire and two 40-storey residential high-rises above a 5-level underground parking structure. Phase 2 completion is scheduled for the summer of 2018, and includes the construction of a second high-rise above the already busy basilaire.

“Throughout the construction phase, we had to ensure not only the safety of our employees, but the public’s safety as well,” says John Marcovecchio.

“We also avoided disrupting the project’s commercial activities by abating noise and dust. And, due to the project’s proximity to the Bell Centre, we had to deal with many constraints when hockey games were held!”

MAGIL CONSTRUCTION

ALTA AND ALTA OCI Fayolle’s latest acquisition, in 2013, Alta specialises in civil engineering. Founded in 1955, Alta carries out infrastructure projects such as bridges, roads, navigation locks, spillways, electrical substations, and metro stations. “Alta provides Groupe MC with a sound business balance since it serves public markets while our other companies are mainly involved in the private sector,” indicates Mr. Marcovecchio.

In early 2015, Alta also acquired OCI Construction, now Alta OCI, which specializes in heavy industry: oil, mining, metallurgy and power generation.

JeanGuyRobert_7x2 25.pdf

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O R N E M E N TA L

JEAN-GUY ROBERT

MÉTAUX OUVRÉS ET STRUCTURE D’ACIER commercial, industriel, institutionnel et privé Bureau canadien de soudage (division 2.1)

SYLVAIN ROBERT Président

385, chemin Principal Saint-Mathieu-de-La Prairie (Québec) J0L 2H0 Tél. 450 632-7630 • Cell. 514 951-3589 Téléc. 450 632-9992 jgrobert@qc.aira.com

56

MONTRÉAL ECONOMIC : : 2017 EDITION

INC.

YUL Magil Construction is the construction manager of YUL’S Phase 1, a $120 million residential complex in Montréal. This project includes the construction of 15 row houses, a 390-condo high-rise, as well as the restoration of Maison Sir Louis-HippolyteLa Fontaine, a historical building whose foundations had to be carefully preserved.

A team of experts restored the building’s masonry, structure and roof. The project is scheduled to be delivered in 2018.

MENKÈS SHOONER DAGENAIS LETOURNEUX | STEFANO DOMENICI

1753 Grenet, Saint-Laurent, QC, H4L 2R6 Tel: 514 748-0505 Fax: 514 748-1119

MONTRÉAL ECONOMIC : : 2017 EDITION

57

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FAYOLLE CANADA

THE VALEO CONVALESCENCE HOME IN SAINT-LAMBERT

Outside Québec, Groupe MC also owns McKay-Cocker Construction in London, Ontario, which offers a wide range of construction services including design-construction and lease financing projects. Groupe MC owns Task Construction Management in British Columbia as well, which specialises in construction management, mainly in the commercial and institutional sectors.

Epsylon is proud to be a partner in Magil Construction’s success!

Design Engineering Fabrication Installation Leader in prefabricated curtain walls epsylon.ca 418 661-6262

58

MONTRÉAL ECONOMIC : : 2017 EDITION

PLACE VIAU STÉPHANE GROLEAU

Completed in 2014, the Place Viau project was awarded the LEED Gold Certification. As the construction manager for this $65 million project, Magil Construction was responsible for demolishing the existing commercial complex, rerouting a major traffic artery, and for the construction of a three-level parking structure. The team then erected a new commercial plaza on the top floor.

MONTRÉAL ECONOMIC : : 2017 EDITION

59

FAYOLLE CANADA

CHUM Building A Mechanic plumbing

GROUPE SCV

LEADERS IN ELECTRICAL AND MECHANICAL ENGINEERING Groupe SCV was founded 40 years ago. Specialized in electrical and mechanical engineering, the company has carried out major projects in many fields: thermal plant for the Centre hospitalier de l’Université de Montréal (CHUM), hotel projects in the Caribbean, thermal plants for the Fjardaal Smelter in Iceland, the Hadjret En Nouss project in Algeria, ventilation units for the Laval metro station, the Milestone 3 nuclear power plant in the U.S, the pumping station for fire protection at the Montréal airport, university and hospital projects, residential high-rises, etc.

GROUPE SCV

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MONTRÉAL ECONOMIC : : 2017 EDITION

Groupe SCV was founded 40 years ago.

Specialized in electrical and mechanical engineering, the company has carried out major projects in many fields: thermal plant for the Centre hospitalier de l’Université de Montréal (CHUM), hotel projects in the Caribbean, thermal plants for the Fjardaal Smelter in Iceland, the Hadjret En Nouss project in Algeria, ventilation units for the Laval metro station, the Milestone 3 nuclear power plant in the U.S, the pumping station for fire protection at the Montréal airport, university and hospital projects, residential high-rises, etc.

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Groupe SCV specializes in complex mechanical projects and in the coordina­ tion of multidisciplinary projects. The team is currently completing four major projects for the new CHUM, including the installation of the thermal plant and most piping and medical fluids.

AG

IN

According to Mr. Gaulin Groupe SCV also sets itself apart by the services it provides as part of its projects, which includes design and coordination services through the Building Information Modeling (BIM) system. “Modeling allows us to coordinate our mechanical, electrical, plumbing and ventilation projects in three dimensions,” says Mr. Gaulin, so that we arrive at the site, we are ready. Everything is sequenced, which improves productivity.”

AV

R

“Our very strict quality standards apply to all phases of a project, including admin­ istration, construction, subcontracting, estimating, etc., explains Jean-Pierre Gaulin, president. The ISO certification gives us an advantage over our compe­titors since it forces us to always keep abreast of any development that could improve our operations.”

JEAN-PIERRE GAULIN President Groupe SCV

LE

Groupe SCV is proud of having acquired the ISO 9001-2008 certification which imposes stringent criteria in terms of quality management systems, design, development, production, installation, and customer service.

QUALITY PAVING SINCE 1976 514 494-3088

www.bluestarpaving.com MONTRÉAL ECONOMIC : : 2017 EDITION

61

FAYOLLE CANADA

Architectural Aluminium and Glass Systems

Lessard Group is the leader in design, manufacturing and installation of intelligent building envelope systems for commercial, institutional, industrial and multi-dwelling buildings.

2025 Dagenais West Boulevard Laval, Québec H7L 5V1 Canada 514 636-3999 www.lessard.ws

Formwork for concrete structures and superstructures

COMMERCIAL

INSTITUTIONAL

INDUSTRIAL

CIVIL ENGINEERING ISO 9001

www.santco-org.com R.B.Q. 8313-5913-21

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MONTRÉAL ECONOMIC : : 2017 EDITION

GROUPE SCV

CHUM MEDICAL GASES In the last five years, Groupe SCV developed expertise in the installation of medical gas piping, including the piping installed at the new CHUM. “This is a highly regulated area that requires numerous inspections to ensure the accuracy and quality of work,” said Mr. Gaulin.

WEB SITE OF CONSTRUCTION SANTÉ MONTRÉAL

MONTRÉAL ECONOMIC : : 2017 EDITION

63

FAYOLLE CANADA

WHEN EVOLUTION RHYMES WITH REVOLUTION

Québec Office 445 Nolin, Québec (Québec) GIM 1E8 Tel: 418 529-8871 Fax: 418 529-1935 Toll free: 1 844 529-8871

Montréal Office 1 Place Ville Marie, suite 2901 Montréal (Québec) H3B 2B6 Tel: 514 448-6660

www.rampesavantgarde.com

Partnering with Magil for 14 years The perfect team for you 1421, rue Béique Richelieu (Québec) J3L 5P9 Telephone: 450 447-7897 Fax: 450 447-9030 www.constricar.com

HIRING OUT OF CONSTRUCTION LABOUR Manoeuvre Carpenter Apprentice

Formwork/demolding Demolition Finishing Site cleaning Renovation Signalling Rough carpentry

Specialties • Forklift right mast operator • Giraffe • Boom • Skyjack

PIPING IDENTIFICATION POSTERS AND SIGNS

WWW.VISIONMARKER.CA

YOUR TRUSTED CANADIAN SUPPLIER! 2949 Bergman Street, Laval (Québec) H7L 3Y5 Telephone: 450 661-2162 • Toll free: 1 877 661-2162 Fax: 450 661-5008

Laurentien Électrique would like to pay tribute and congratulate Magil Construction for having built a renowned reputation for themselves over the years in a constantly changing environment.

Laurentien Électrique’s team is proud and privileged to be among Magil Construction’s representatives and wishes them much success.

890, BOUL CRÉMAZIE OUEST, MONTRÉAL QC H3N 1A4

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MONTRÉAL ECONOMIC : : 2017 EDITION

GROUPE SCV

DIX30 LIFESTYLE III DIX30 no longer needs an introduction. The SCV team carried out a host of plumbing and ventilation work in a clinic equipped with an operating suite, including the distribution of various medical gases.

COMMERCIAL • INDUSTRIAL • INSTITUTIONAL

49, rue de la Pointe-Langlois Laval (Québec) H7L 3J4 Telephone: 450 622-3363 Fax: 450 622-4410 www.entreprisesverrecchia.com

24-HOUR EMERGENCY• 7 DAYS A WEEK

PLACE VERTU-FOUNDATION AND QUAY

TD TERREBONNE-NEW CONSTRUCTION

BMO ROSEMÈRE-NEW CONSTRUCTION

ÉCOLE ST-EDMUND-CONCRETE WORK

TURNKEY PROJECT MANAGEMENT EXPANSION AND UPGRADING SPECIALIZED FORMWORK CONCRETE WORK MASONRY DEMOLITION WORK

MONTRÉAL ECONOMIC : : 2017 EDITION

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