Leadership Montréal = Leadership Montréal, 1 juin 2002, Anglais

A publication by Greater Montreal Leadership Network iWoricl Trade Centre .Institut du commerce électron! page 3 Editorial MERCK Discovering today for a better iff&ffOvJ.LEADERSHIP The Board of Trade's NEW EXECUTIVE TEAM Read article in insert June 2002 m Volume 5 Numéro 4 Chambre de commerce du Montréal métropolitain Board of Trade of Metropolitan Montreal ¦ f «Partners .:.pages 5, 6, 11 Agenda page 13 2 Leadership Montréal - June 2002 mm It's your .turn! stationnement de Montréal iSI'i; TOWARDS NEW PARKING TECHNOLOGIES In the past few years, mechanical parking meters have become an endangered species.They are gradually being replaced by new generations of increasingly sophisticated equipment, such as electronic parking meters and multi-space computerized pay stations.In Montreal, the majority of our collection equipment is still mechanical.Replacing this outdated equipment is thus a priority.Société en commandite Stationnement de Montréal is working closely with Ville de Montréal to find parking management tools that adequately meet the needs of all stakeholders: the clientele, the parking operator, and the enforcement agents.Currently, prototypes of modified electronic parking meters are being tested on Berri Street, and a pilot project testing a new parking concept combining the benefits of wireless communication and computerized pay stations has been running on St.Catherine Street since February 2001.It's your turn! Whatever model is chosen, the ultimate goal of this equipment is to ensure that available parking spaces are shared by drivers.By limiting the length of authorized parking times in high-traffic areas, paid on-street parking makes it possible for many drivers to use the same space in turn, promoting greater vehicle turnover and better traffic flow in business and institutional sectors.Did you know the first parking meters in North America were DEVELOPED IN 1933 - AT THE REQUEST OF MERCHANTS?In the 1930's, large North American cities were beginning to feel the impact of increased automobile traffic on their major streets.In Oklahoma City, merchants noticed that parking spaces in front of stores were monopolized by drivers who left their cars parked there for hours, limiting access to their businesses.When parking meters were installed, there was an immediate improvement in both traffic flow and customer access.This little machine quickly proved to be the friend of both consumers and merchants! In Montreal, the first parking meters were installed in Place d'Youville in 1958, and many more were installed in the downtown core starting in 1981.H DID YOU KNOW THAT.CHAMBRE de COMMERCE HELLÉNIQUEdu MONTRÉAL MÉTROPOLITAIN HELLENIC BOARD of TRADE of METROPOLITAN MONTREAL The Hellenic Board of Trade of Metropolitan Montreal is affiliated with the Board of Trade.A membership in the Hellenic Board of Trade entitles the member to all the privileges the Board of Trade offers its own members: publications, reduced rates for all its activities, reduced merchant rate on VISA and Master Card, as well as on all its other services.Its MissiON.To promote trade, commerce, business and professional activities.The association aims to develop the entre- preneurial spirit in Montreal's Greek community by encouraging its members' active participation, leadership and networking within the business community.To reach the Hellenic Board of Trade: 5 Place Ville Marie, Plaza Level, Suite 12500 Montreal QC H3B 4Y2 Tel.: (514) 399-1143 Fax: (514) 871-1255 Website: http://www.hbot.ca/ Email: info@hbot.ca k ft SSpaiwa iAcimions d,affuitie& an Windsor.Le Windsor, spacieux, luxueux et accessible.Le Windsor vous propose un clé en main pour déjeuner conférence.A partir de 36$ par personne.Salles de réception accueillant de 100 à 420personnes.ififl Se c/e /ccl Réservations : Tel.: (514) 393 3588 • Téléc.: (514) 393 0159 1170, rue Peel, bureau 100, Montréal, H3B 4P2 • ww.lewindsor.com & EDITORIA L 3 Leadership Montréal - June 2002 THE BOARD OF TRADE IS ADAPTING TO MAINTAIN THE TRADITION M.Guy Fréchette It has now been 180 years since the Board of Trade of Metropolitan Montreal began contributing to Montreal's economic growth.From its inception, first as the Committee of Trade in 1822, and then as the Chambre de Commerce, formed in 1987, the Board of Trade has a longstanding tradition of being involved in the community and making representations to decision makers.For the individuals in charge of the Board of Trade today, carrying forth this "torch" is a challenge that is both formidable and stimulating.There is no doubt that over the past 180 years, Montreal has changed a lot.What has ensured the continuity of the Board of Trade and its actions through the years has been its ability to adapt to new situations.The merger of the English and the French Boards of Trade is a good example.These changes have always had the same goal: to allow the Board of Trade to perpetuate its tradition and better accomplish its mission to promote Montreal's economic development.The many changes Montreal has undergone in recent years are requiring that the Board of Trade adapt once more: on the one hand, the creation of the new City of Montreal, and on the other, the Montreal Metropolitan Community.The area in which the Board of Trade operates can be likened to an ice rink—one that has been substantially enlarged and loaded with exceptional opportunities.As a city-region, Montreal stands on a state-of-the-art rink on which it can fully express itself.To this end however, we must be able to cover more ice.In response to this new reality, the Board of Trade has bolstered its team and reorganized its strategic analysis committees with a view to maximizing the contribution of its 7,000 members to the causes that the organization will defend on their behalf.Municipal organizations are not the only ones that have changed.Not only is the Board of Trade playing on a larger rink, it is getting more ice time.As a result of the Internet, continuous information flow and regional media coverage in general, news is circulating far more rapidly than before.To represent its members well, the Board of Trade must now be prepared to jump on the ice at any time.For professional hockey players, constant training and specialization have become inextricably linked to the quality of their play.Some exceptional players could perhaps move furniture during the day and be able to, like Maurice Richard, score 5 goals at night, but who would even attempt such a feat today! The Board of Trade has traditionally had at its helm exceptional individuals who have combined high-level positions in the world of business with the task of representing the organization's members.With its many complex challenges, the Board of Trade is aware that there is no room for taking risks.Also, in order to ensure that its captain is prepared to lead the team each and every game, the Board of Trade has decided to make the presidency into a permanent position.This is a major change that is the outcome of a prolonged reflection, begun formally last fall with the formation of a sub-committee of board members charged with studying the Board of Trade's governance.The subcommittee's recommendations were adopted by the board of directors and ratified by the members at a special meeting held on April 16, 2002.I believe that this new demonstration of the Board of Trade's ability to adapt to circumstances will allow it to maintain its tradition of involvement and influence.The task of wearing the Board of Trade's letter C is thus given to Mr.Benoit Labonté, who has been the Board of Trade's executive vice-president since July 2001.I wish him the utmost success in his new position and hope that his leadership will help maneuver the "puck" of the economy for the benefit of metropolitan Montreal.¦ Guy Fréchette Published by Greater Montreal Leadership Network LEADERSHIP Montreal 5 Place Ville Marie Plaza Level, Suite 12500 Montreal (Quebec) H3B 4Y2 Tel.: (514) 871-4000 Fax: (514) 871-1255 Web site: www.btmm.qc.ca E-mail: info@ccmm.qc.ca President Benoit Labonté Editor-in-chief and Managing editor Madeleine Murdock Collaborators Charles Bourgeois Chantal Desjardins Rémi Thibault Serge Rivest Production and advertising assistant Sylvie Paquette Design and production Talengo Design inc.Printer Imprimeries Transcontinental inc./ Division Transmag Subscription fee $25 (9 issues) + taxes Front page: Photo by Marc Dussault Seated: Pierre Boutot and Benoit Labonté Standing: Éric Meunier, Manuela Goya, Michel Saint Denis and Isabelle Hudon ISSN 1480-4638 Legal deposit National Library of Québec National Library of Canada COLLABORATOR THE EMERGENCE OF BIOTECHNOLOGIES - The time for biotech-pharma joint action forces By Charles S.Bourgeois, Executive vice-president The biotech industry in Quebec has been booming since the beginning of the year.The good news keeps coming, followed by all sorts of action plans, and all the stakeholders are showing more interest in mobilizing their resources and working together.However, in order to assess the importance of this sector and the issues associated with its development in our region, we must analyze all our assets in the global context of this industry.For a long time considered different, the issues facing the pharmaceutical and biotechnology industry today are increasingly complementary and convergent.Indeed, while our pharmaceutical and biotech firms are not at the same stage of development, they clearly understand the benefits of greater cooperation and joint action.At least that's the conclusion the two industries reached during the first round table organized by TechnoVision and BlOQuebec in October and chaired by Jean-Michel Halfon, president of Pfizer Canada.This first biotech-pharma round table was organized by TechnoVision at the request of the corporate leaders of the biotech and pharmaceutical TechnoVision MONTRÉAL V sectors.Aware of the many advantages a round table would offer, this decision was unanimously endorsed by the industries' leaders.Why the need for a round table?For biotech companies, it would give them access to complementary expertise and to the resources of pharmaceutical firms.It would also page 11 ?I Hi [ ) E S1G N 4 Leadership Montréal - June 2002 "l LA TOMATE": THE FRUIT OF TEAMWORK By Rémi Thibault - A taste of the 'La Tomate“ store on De La Roche Street in Plateau Mont-Royal & * kinuui MM Chaired by filmmaker Denys Arcand, the jury of Commerce Design Montréal awarded the Grand Prize for the category of stores and boutiques to La Tomate, a boutique specializing in tomato-based products.This winning space was designed by Espace Concept.The tomato in all its forms Every entrepreneur has a dream.In the case of Marie-Claude Fournier and Pierre Castonguay, it was to open a boutique dedicated to the tomato and to make its immense culinary potential better known.The extensive product line would showcase the tomato's many flavours, present in all the cuisines of the world.This dream became a reality in September 2001 when the boutique opened in Plateau Mont-Royal.its ability to combat fatigue?With agricultural producers in the Côteau-du-Lac region as parents, this co-owner of the boutique on De La Roche Street, simply—as they say—fell into it as a youngster.Notably, all the food items sold in this ultra-modern boutique are prepared near the production site, which makes La Tomate a producer, processor and retailer.A CONTEMPORARY URBAN CONCEPT "People don't always have enough time or ideas to cook and eat well.In our shop customers can buy readymade dishes or use our products to speed up preparation of their own recipes," explains Marie-Claude Fournier.This for certain, ideas are not lacking at La Tomate! From package to layout, products are given visual appeal.Nothing was left to chance, from the pots to the round forms and curved lines of the showcases to the woodwork.Harmoniously partnered with Espace Concept, the Nu Design graphic designer even created Le Portomate, a small cardboard case in which any hurried urbanite can store their favourite tomato sauce, juice, jelly, pasta or any other tomato product.from soup to nuts! But what sparked this passion for the savoury low-calorie fruit-vegetable known for its diuretic and anti-cancer properties, its high vitamin count and "The designers thought and rethought everything based on the guidelines we gave them," explains Marie-Claude Fournier, who under- scores that the greatest contribution of Espace Concept's designers was their ability to remain faithful to the idea, to the corporate concept that the entrepreneurs wanted to develop."We wanted a style, an urban, modern, refined and bright concept that expresses happiness and health," adds Madame Fournier.Espace Concept, the "shell" of La Tomate Who is designing these new working and living environments that are slowly morphing the streets and neighbourhoods of our cities?The revitalization of Mount Royal Street or Saint-Laurent Boulevard come to mind.How can the work of business designers such as Espace Concept best be described?"Briefly, our work involves showcasing what our customers want.We can help them increase their visibility, attract attention in a pleasant environment, better showcase their products," explains Isabelle Comby, president of Espace Concept."We start with an empty space rented or purchased by the client or a new construction, as the case may be, and begin working on layout plans," she continues."We do a lot of work in the healthcare field." From health to tomatoes is just one small step, wouldn't you say?La Tomate, a distinctive style The La Tomate project, however, turned out to be a special case in the designers' professional career: first, in terms of style, because it involved a project in the food industry; then, by the scope of the graphic design, which was carried off with panache by Nu Design; and lastly, because the concept wasn't clearly defined when the entrepreneurs first came to them."The mandate was clarified bit by bit," explained the designer."We came up with something that could be adapted to various shapes and sizes of products such as adjustable shelves.We worked closely with the graphic artist; everything had to fit together." The project lasted several months, which is exceptional.According to Ms.Corby, it generally takes a few weeks.And how does it work?"The basic process is: meet with the client, prepare a statement of needs, draft preliminary sketches, make a presentation to the client and discuss the solution.Then comes the construction phase, along with the design of the decorating and architectural elements: lighting, colours, product presentation, floor covering.And finally, the furniture plan - very important - and the materials." According to Isabelle Comby, entrepreneurs are showing a genuine interest in having their commercial spaces designed, and this interest has been growing in recent years."It's a flourishing business.Awareness is more acute than ever before! Increasingly, we are seeing attractive boutiques with well laid-out merchandise.Even more so than in some places in Europe! Here, in Quebec, we're working harder to show up this aspect," concludes the European-born designer.¦ MONTREAL: DESIGN AS A PROMOTIONAL TOOL The three grand prize winners of the 2002 Commerce Design Montréal contest were announced on May 1 at the Outremont theatre.According to the highly influential American magazine I.D., Montreal is the only Canadian city named on its list of 40 cities that are on the leading edge of design Commerce Design Montréal is a unique initiative of the city of Montreal, organized by its economic and urban development partners and produced by the Société de développement de Montréal in partnership with the Ordre des architectes du Québec, the Interior Designers Society of Quebec and the Regroupement des centre-villes et des artères commerciales.Since 1995, a jury of experts awards prizes to some 20 businesses each year for their overall design quality.The Board of Trade of Metropolitan Montreal has partnered with the city of Montreal in this contest.A TRAVEL CONTEST.Selected along with Milan, Copenhagen and New York, Montreal is the only Canadian city cited in a special report entitled 40 Cities Where Design Rules, which appeared in the February 2002 issue of I.D.Aired in April on Canadian T.V., Innovative Design presented Commerce Design Montréal as an "exemplary initiative to promote the beneficial effects of design on our quality of life." The contest is also known in Europe.This exposure is most bodes well because the foreign advertising program circulates the Montréal Guide Design in the U.S.magazine Metropolis and is included on all Air Canada international business class flights in June and July.GETS YOU TRAVELLING! The enthusiastic participation of the public in the 2001 edition of the contest (nearly 31,000 votes recorded) shows that business design is all the rage with Montrealers.From now to August 1, 2002, the contest will give design aficionados the opportunity to express themselves by voting directly on the Commerce Design Montréal Web site or by ballot for a chance to win a trip to Europe.What's more, last year saw the launch of guided tours of the premises of previous winners.Aimed at foreign visitors, the tours—held from May 11 to July 27- will be advertised and led by Guidatour.Business design will be discussed in a historical context—one more great way of showcasing Montreal! ¦ K L’EXPRESS Vol, 1 No.3 World Trade Centn Montréal Your World Business Network r.Message from the President Exporting products and services beyond our borders requires being familiar with the market.Businesspeople must often not only adapt their products to the regulations and standards in effect on the given market but also to the tastes of the local consumers.In addition, they must stand out among the competition through their promotional activities, deliver the goods or services within the required deadlines and provide after-sales customer services - all this from a distance of often thousands of kilometers.To accomplish this daunting challenge, one of the key elements is, without a doubt, the strength and the quality of your distribution network.Choosing the right type of distribution channel is an important decision and selecting the right intermediary is vital.You must be aware of the fact that the chosen partner will be strategically contributing to your knowledge of the market and to your success abroad and that he will be representing your company's image as well.Managing this business relationship from a distance is yet another challenge.Our team has prepared this special issue on distribution networks to help you in your decision-making process.As well, because the legal aspects of such activities must not be overlooked, an interview with Me Bernard Colas outlines the importance of signing a contract which clearly determines your business relationship with your distributor in order to prevent conflicts.Liette Lamonde, President and CEO Building Distribution Neiworks: A STEP-BY-STEP PROCEDURE By: Hugo Levert, Adviser, Development of export strategies, World Trade Centre Montreal Michel Philibert, Coordinator - Communications, World Trade Centre Montreal Launching export dealings in the United States without knowing about the various intermediaries that are available as well as their respective roles is a mistake made by many companies.Distribution networks, which are also referred to as distribution channels, include all the intermediaries who allow products to be forwarded from a manufacturer's facility to the consumer.Analyzing the options available to exporters is an important and essential step when developing foreign markets.This process will prevent costly errors which could jeopardize a company's chances of success.Choice of adistribution channel related to the market To determine a distribution network, a company can opt for one or several of nine potential distribution channels grouped under three categories: direct, indirect and in collaboration.The table on the following page summarizes these nine distribution channels.The strategies vary greatly and the implications differ depending on how the company chooses to proceed.For example, when opting for indirect and concerted channels, the company will be called upon to delegate part of the control of the marketing and sales of its product.On the other hand, choosing the direct channel approach, whereby the company remains in full control of all decisions, generally requires more in-depth knowledge of the market.Choosing a distribution channel is a strategic decision which results in costs and different organizational challenges.Dictated by both internal and external factors, the decision must therefore take the size of the company into account as well its financial situation, its human resources and its past experience.It must also consider factors related to the particular sector of activity including commercial structures, political and legal constraints, the company's competition, market potential as well any constraints related to local consumers.For Ultra Baths of Saint-Nicolas, the innovative design of their product is what led them to choose their distribution network.As explained by Jevto Dedijer, the company's Marketing director: "Our original concept, a top-of-the-line product, cannot be sold in large department stores.We therefore deal with agents which makes the distribution of our product very selective".The quality of the agents as well as their training and their knowledge of the market are all essential components of the strate- Confd next page ?A Handshake is not enough! Interview with Bernard Colas, Lawyer and Doctor of Law, Gottueb & Pearson L'EXPRESS: How important is it to sign a distribution CONTRACT?Bernard Colas: A distribution contract allows both parties to establish their commercial relationship.Among other things, it determines whether the distributor will be acting as an agent (whereby he receives an order from a client and forwards it to a manufacturer) or as a dealer (whereby he buys a product from a manufacturer and sells it to a client).Since the contract is in written form, it is easier to prove than a mere handshake.This precaution becomes essential in the case of Me Bernard any litigation between the parties on the commitments which have been agreed to by both sides.From this point of view, a distribution contract also constitutes an asset for the company.L'EXPRESS: What are the main clauses to INCLUDE IN SUCH A CONTRACT?Bernard Colas: The major clauses vary according to whether your point of view is based on the distributor's or the manufacturer's.For a manufacturer, the most important clause is the one related to the distributor's obligations.Among other things, this clause answers the following questions: How will the distributor develop sales and the product's image; is there a minimum for the amount of products sold?Another one of the manufacturer's concerns is the protection of the product's intellectual property rights (patent, trademark, royalties, trade secrets) as part of the manufacturer's assets.The clause related to the terms and methods of payment of the products sold is also important.Often, the manufacturer also expects that the distributor will not be promoting competitive or similar products or goods that could have a negative impact on the sale of its products.Particular attention should also be paid to the clause which enables the manufacturer to terminate the contract without having to pay an indemnity to the distributor.The distributor, on the other hand, will want to be assured that the manufacturer will supply him with the products in sufficient quantities and for as long as possible.Another important clause is the one related to exclusivity.This particular clause answers the following Colas www.wtcmontreal.com Development of Export Strategies Trade Missions question: Is the distributor the sole representative of the manufacturer within a given territory?The exclusivity clause is essential for a distributor since it has a direct impact on the revenues that will be generated through the distribution of the products.And finally, four other clauses also deserve particular attention.These are the clauses related to product delivery, force majeure, applicable rights and the settling of disputes.L'EXPRESS: What are the most common ERRORS MADE BY COMPANIES?Bernard Colas: One of the main criticisms that can be directed towards companies is that they do not prepare their distribution contracts with enough care or that they write up the contracts before even having agreed on the fundamentals of their contract with the other party.L'EXPRESS: When there is a conflict, what JURISDICTION IS CONSIDERED TO BE COMPETENT?Bernard Colas: A distinction here must be made depending on whether the parties have determined conflict settlement methods or not.If nothing has been Cant'd next page ?)ni©mitlonai Training ¦ \ V World Trade Centre Montréal L'EXPRESS Special Issue 4 Cont'd Building Distribution.gy adopted by Ultra Baths.Mr.Dedijer adds: "You can't sell a hydro massage bath as you would the inexpensive baths found in large hardware stores." The way distribution channels in the United States operate is rather similar to ours.As stated by Marc Ranger, president of Écono-Porte, a company that has been exporting its products to the U.S.for four years now: "There is very little difference between selling our products in Quebec and in the United States.However, in the U.S., our agent must put more emphasis on customer service.People in the United States are more demanding when it comes to delivery deadlines and after-sales services." Choosing the right intermediary: NO SMALL CHALLENGE! As allies to the entrepreneurs of Quebec and Canada, these representatives can support our local businesses in their activities on the American market.As pointed out by Frédéric Alberro, director of Economic affairs with the Quebec delegation in Boston: "We are in a position to provide a multitude of services to Quebec businesses, ranging from helping to identify potential partners, to export assistance, to license transfers." For Vahe Apelian, Trade delegate with the Quebec delegation in Boston, developing networks is one of the major strengths of these foreign offices."We are connected to our sectors and our territories.We know the companies and this allows us to refer the right contacts to exporters from Quebec" he explains.At this point, the final negotiations will take place and the company can come to an agreement with its new intermediary or partner by signing a distribution contract.An interview with Bernard Colas, a lawyer from Gottlieb & Pearson, deals with this subject in this special issue of L'Express.This is not the end! Embarking on a new market is a long and costly procedure and maintaining a good relationship with one's intermediary is one of the success factors.As pointed out by Mr.Ranger from Écono-Porte: "From the moment the agreement has been signed with the intermediary, it is important that they be supervised and trained.You must speak to them on a daily basis, motivate them and make sure that they are representing your company well".Some companies also travel to the territory and organize yearly training meetings at their head office./Fl IVE PRACTICAL TIPS 1.Choose the appropriate distribution network 2.Do not underestimate the work involved 3.Be patient 4.Build your distribution network step by step 5.Have a good written contract Actively searching for an intermediary or a partner is one of the hardest steps in the process.There are several ways to find a distributor in the United States.The Internet, Canadian, American and foreign market research studies as well as sectoral associations and local chambers of commerce are all appropriate information resources.Canadian and Quebec representatives in the United States are also first-rate resources whose services can be called upon.As with the hiring of a new employee, choosing the best intermediary requires a certain amount of flair and a talent in asking the right questions-being well prepared is crucial.A questionnaire, interview grids and research are all useful tools which help companies to make their choice.In order to ensure the financial credibility of the intermediary, it is suggested to run a credit check.Banks and Economic Development Canada (EDC) can be contacted in this regard.Choosing a network that is appropriate requires patience and discipline.In the United States, in spite of the fact that the distribution channels seem similar to ours, the work which must be performed should not be underestimated.As concluded by Mr.Dedijer from Ultra Baths: "One has to immerse oneself in the market, speak with the people and ultimately understand the context of the market and build one's network step-by-step.There are no secret formulas." ¦ Direct sales • Measures used: on-site sales team, direct marketing, trade shows, retail POS or e-commerce.• Availability of highly-qualified personnel • High-quality services • Limited potential clients on the targeted market.Manufacturing agents or Representatives • Receive and handle orders from foreign clients • Commissions paid • Quick access to new markets bv the exporter • Familiarity with the local market and the aqent's tarqet clientele.Subsidiaries • Companies with a local nationality • Legally independent but, in • Prior experience on the international marketplace and with the large part, controlled by head office.given market • Qualified and available export personnel to support the activities of the subsidiary Branches or sales offices • Available for direct implementation on foreign markets with no legal or fiscal personality of their own.• Prior experience on the international market and with the given market • Significant and constant sales potential which justifies the cost of these structures.Distributors • Buy products from exporters and sell them to their customers in • Insufficient financial and human resources to personally sell to for- their territory.eign markets • No need to have absolute control over one's marketing policies.Trade houses • Independent companies of international trade specialists • Act as trade intermediaries.* Products with limited export potential • Companies with limited human resources.Licenses • Agreements granting the right to use or to exploit one or several • Very advanced R&D policies and technologies with a short life intellectual property rights.expectancy • Products with high sales potential and for which exporting has become pressing Franchise • Temporary and exclusive contracts granted to individuals or groups • Must have recognized and transferable know-how abroad • In cer- to market a company's products or services in a particular territory.tain countries commercial franchises are not allowed.Partnerships • Can be formed by Canadian companies or by a combination of for- • For certain markets with specific laws and regulations, administra- eign Canadian companies.tive constraints, cultural or commercial differences and distribution networks that make these markets too complex.Table : World Trade Centre Montréal 4 Cont'd A Handshake.agreed to, the competence of the courts in the territory of the defendant will be called upon.However, this is not an absolute- ly unbreakable rule and it is better to determine how any litigation will be settled in advance.When determining the procedures to follow to settle conflicts, the parties can either opt for arbitration or use the court system.When arbitration is chosen, one can expect to call upon the services of an arbitration institution (The International Chamber of Commerce and The Québec National and International Commercial Arbitration Centre, for example) or specifically define the procedure they intend to follow (for example, ad hoc arbitration).World Trade Centre Montréal .A DISTRIBUTION CONTRACT ALSO CONSTITUTES AN ASSET FOR THE COMPANY" www.wtcmontreal.com Development of Export Strategies If the parties have decided to submit their conflict to the legal authorities of a specific country, special attention must be paid to the quality of the legal system.The judicial systems in most developed countries are trustworthy, however the efficiency and impartiality of the systems in other countries often leave much to be desired.It is therefore important to be extremely cautious when submitting a conflict to a foreign jurisdiction.L'EXPRESS: What advice do you have FOR COMPANIES?Bernard Colas: My first recommendation is with regard 380, Saint-Antoine St.West Suite 2100 Montréal (Québec) H2Y 3X7 Tel.: (514) 849-1999 / 1-877-590-4040 Fax: (514) 849-3813 info @ wtcmontreal .com Trade Missions to the very beginning of negotiations.Prior to writing up a contract, it is always a good idea that both parties get together to define the fundamentals of their project.Among other things, the manufacturer should ensure that the intellectual property rights (trademarks, for example) are protected within the territory on the products distributed as well as analyzing the legal, financial and fiscal environment where the transaction will be taking place.My second recommendation is related to the actual writing up and implementation of the contract.It is important to display a certain amount of imagination to determine solutions which will be advantageous for both parties, to keep a written account of all discussions with your partner and, ultimately, to always act in good faith.¦ ft he WTC Montréal is supported by: ^ ¦ Développement Canada Ecom économique Canada Development International Training Canada Montréalnternational ACTION JUIN 2002 INTERNATIONALE VISION AND BOLDNESS Major investments in the life sciences industry On Friday, April 26, Montréal International and its strategic partners announced the implementation of an ambitious action plan aiming to accelerate the development of the life sciences cluster in Greater Montréal.This unprecedented initiative paves the way for an extremely promising future for a sector that is already undergoing explosive growth.The Steering Committee will benefit from a financial support provided by the provincial and federal governments.Each of them will inject $650,000 over a period of three years.Mobilization and joint action For the first time, the various industrial, institutional, and government stakeholders will join forces in a concerted effort to affirm Montréal's leadership in this key sector on the international scene.By 2010, the series of measures outlined in the action plan should lead to the creation of some 16,000 jobs and the addition of 1.5 million square feet of available space for specialized facilities, all supported by investments of some $6 billion, divided equally between the public and private sectors.The strike force of Greater Montréal The life sciences include not only biotechnologies and pharmaceuticals but also medical instruments, health and beauty products, and the related information technologies.Thanks to a high concentration of specialized companies and prestigious research centres, Greater Montréal's reputation has grown over the years.The metropolis is now acknowledged to be one of North America's most dynamic hubs in this field.With the spectacular growth of the biotechnology sector, now reaching 30 percent annually, competition is intensifying, and Montréal must adjust its aim to compete successfully with rival urban centres seeking to grab their share of the pie.At stake, a global market estimated to reach $540 billion in year 2010.Clusters An article published last March in the Economist Intelligence Unit titled "World Investment Prospects - the next FDI Boom" predicts that multinational corporations will be increasingly attracted to cities with developing industrial clusters.The authors identified the phenomenon of clustering as a new and decisive factor in the decision-making process in terms of choosing a site for international activities.Six key action areas Piloted by Montréal International and supported by Camille Gagnon of the firm Innovitech, the Steering Committee carried out an in-depth analysis and has identified six key focal points supported by strong recommendations : 4 - Developing Greater Montréal's major centres of excellence Greater Montréal has five major centres boasting world-class expertise and facilities.It also has one very promising emerging centre.(See Box 1).• Consolidate the positioning of the various centres of excellence by providing a strong global offer • Promote healthy "coopetition" between the centres • Raise their profile on the international scene by promoting their distinctive character.• Create a Bio-Health district in Montréal's downtown core as well as a Bio-Centre.Members of the Life Sciences Steering Committee M.Jacques Girard Chair of the Steering Committee President ana CEO Montréal International M.Arnold Beaudin Director of strategic development and senior economist Montréal International M.Francis Bellido President, Bio-industries Chair, UQAM President ond Chief Operoting Officer, SGF Santé M.Bertrand F.Bolduc President BioQuèbec Chief Operating Officer TGN Biotech Inc.M.Alain Caillé Vice-President, Research Université de Montréal 1 - Mobilization and joint action Coordinate the resources and strategies needed to implement the plan.2 - Attracting and developing human resources • Stimulate the development of specific programs aiming to increase the pool of specialized human resources • Create a Bio-industries Institute to train manaqers specialized in the field.• Raise awareness of available incentive programs, and stimulate interest in careers in the sciences.3 - Supporting the development of companies More than ever, the accessibility of significant venture capital resources is critical to the future of the life sciences in Greater Montréal.• Encourage private enterprise to invest more to complement the commitment of Québec's public sector • Support the introduction of incentives to promote the release of federal funds • Increase the availability of specialized rental facilities.• Accelerate the approval process for drugs and insist on the development of stable, competitive policies governing intellectual property.5 - Taking advantage of investments in teaching hospitals Two major university hospital centres will soon be built in Montréal: McGill University's MUHC and Université de Montréal's CHUM.In addition, Université de Montréal plans to modernize 5te-Justine, its mother and child university hospital centre.M.Michel Desrochers Executive Director Institut de recherche en biotechnologies M.Gervais Dionne Senior Vice-President, Research ond Development Shire BioChem Inc.M.Gilles Duruflé Vice-President Strategic Planning Montréal TechnoVision M.André Gladu Deputy Minister Economic Development Ccnoda Promote the use of these teaching hospitals to leverage the growth of the industry.Establish a working group to optimize partnerships between the hospitals themselves and between the hospitals and the public and private sectors.M.Jean-Michel Halfon President ond CEO Pfizer Conado M.Pierre Lapointe Executive Director Institut national de recherche scientifique M.Martin Leblanc Executive Vice-President and Chief Operoting Officer Coprion Pharmaceuticals 6 - Raising awareness of the cluster's international profile In the context of global competition, Greater Montréal's life sciences cluster must be positioned among the powerhouses of this industry.• Develop a marketing plan presenting Greater Montréal as a leader on the international stage.• Develop a concerted plan to attract prestigious international events to Montréal • Establish partnerships with other regions recognized for their dynamic life sciences sector, such as Boston, for example.¦ M.Jean-Francois Leprince President Aventis Phorma M.Camille Limoges Deputy Minister Ministère de la Recherche, de la Science et de la Technologie M.Hans J.Madër President ond CEO Procyon Biopharma Inc.M.André Marchelerre President Merck Frosst Canada Régis Vigneau Senior Vice-President ana Corporate Secretary Montréal International M.Luc Vinet Vice-Principal (Academie) McGill University Six centres of excellence 1 - McGill University 2 - Université de Montréal Between them, these two world-renowned university centres have received more than $500 million in research funds from the major granting agencies, ranking second and third in Canada respectively.1_______________________________________ 3 - Laval's Cité de la biotechnologie et de la santé humaine One of the few integrated life sciences complexes in Québec, it counts more than thirty companies gathered around the INRS-Santé.4 - The West Island centre This major industrial centre boasts the most impressive assemblage of bio-pharmaceutical companies and centres in Canada.In particular, it is home to the Biotechnology Research Institute (BRI), employing more than 800 scientists, and several major corporations such as Merck Frosst, MDS Pharma Services, and Pfizer.5 - Downtown Montréal Downtown Montréal is home to an impressive collection of institutions, including CRIM, CHUM's Hôtel-Dieu, the Montréal Chest Institute, the Royal Victoria Hospital, the MUHC Neurological Institute, UQAM, and the future Montréal Genomics Centre.6 - The emerging South Shore centre Already accounting for more than 950 specialized jobs, the South Shore centre includes primarily the regions of Longueuil, Saint-Hyacinthe, and Sherbrooke., www.fnonfreaIInfernaflonal.com Montréalntemaâonal BIO 2002 IN TORONTO: AN OPPORTUNITY FOR ACTION^ In line with its new development action plan for Greater Montreal's life sciences cluster, Montréal International will join forces with several strategic partners to create a major impact at the BIO 2002 Convention and Exhibition.Organized for the second time in Canada, this annual BIO event will be present in Toronto from June 9-12.This veritable life sciences marketplace attracts decision-makers from the largest multinationals and all high-tech companies.More than 14,000 representatives from 44 countries are expected.In other words, a lot of business will be discussed here! Gathered under the banner of Bio-Québec, Montréal International, Canada Economic Development, Industrie et Commerce Québec, Investissements Québec, H3 Pharma Inc., and law firm Lapointe Rosenstein will take full advantage of this exceptional opportunity to highlight the "package deal" offered by Greater Montréal as outlined in its new EXCELLENT RESULTS FOR 2001 André Boisbir, Minister of State for Municipal Affairs and Greater Montréal, the Environment and Water, stressed Montréal International's strategic role as facilitator in the economic development of Greater Montreal.Despite difficult conditions resulting in an economic slowdown, Montréal International turned in an excellent performance in 2001.As a result of intense prospecting and promotional efforts, international projects continued to develop steadily in Greater Montréal.Thanks to the implementation of efficient, well-structured strategies, Montréal International contributed greatly to the conclusion of some $920 million in foreign investments over the past year.As a result, more than 7,000 jobs will be retained or created.GfNKflWnMO MfVfSTMBMT Always on the lookout for new opportunities, the Investment Greater Montréal division launched a prospecting offensive on U.S.and European markets.U.S.strategy involved greater targeting of site selectors, who play a major role in influencing decision makers in search a potential site location for the establishment of subsidiaries.Results: 25 percent increase over last year, totalling almost $400 million .ing the United Kingdom, Germany, Spain, and Italy have opened the door to enormous possibilities.Wooing international ORGANIZATIONS Beyond its mandate to attract investment, Montréal International continues to court international organizations in an effort to increase their numbers in Greater Montreal, since the reputation of any city depends also on the prestige of its world-renowned institutions.GS.Cheasley, Senior partner at Fasken Martineau DuMoulin and Treasurer, Montréal International, with Maurice Prud'homme, President, Investissement Québec With its 67 prominent organizations, Montréal has the critical mass needed to continue to effectively develop this target clientele.In 2001, the establishment of two significant new international organizations - the UNE5CO Institute for $tatistics and the World Anti-Doping Agency - enhanced Greater Montreal's prestige as an international city.1,700 high-level jobs are resulting of this market strategy which generates substantial economic spin-offs for the region.From left to right: Régis Vigneau, Senior vice-president and Corporate secretary, Ml; Pierre Gingras, Mayor of Blainville; Francine Gaabois, Chair of the Borough of Boucherville and member of the executive committee, Lonaueuil, and member of the board of directors, Ml; and Jacques Girard, President and CEO, Montréal International.The game plan for Europe also paid off handsomely, with more than $525 million in investments generated in 2001.While these investments came largely from ranee, new prospecting initiatives target- A CITY VWTH AN EDGE Montréal International'strategy continues to focus its efforts on its four targeted major industrial sectors : life sciences, aerospace, life sciences, information technology and multimedia, and telecommunications.More than 50 percent of the foreign investment projects with which Montréal International was involved in 2001 required no government assistance.This statistic confirms Greater Montreal's ability to convince decision-makers on the strength of its many assets alone.Montréal International has every intention of maintaining this momentum in 2002! 0 -.-.-J action plan.It will also be an ideal opportunity to promote Montreal's candidature for the BIO 2008 or 2009 event, since the Palais des congrès de Montréal has now the capacity to host such major events.Mode than 150 companies in Québec Cmr for BioContact 2002 national will participate in the BioContact symposium to be held in Quebec City from October 2-4, 2002.More than 150 biopharma companies from Canada, the United States, Europe, and Asia will gather to discuss the latest developments in several sectors related to the life sciences.¦ Always on the lookout for new partners and foreign investments, Montréal Inter MONTRÉAL INTERNATIONAL.^ ON THE ROAD! • In late February, at New York City's Waldorf Astoria hotel, the Bio CEO event united more than 400 CEOs from biotechnology and pharmaceutical sectors across North America.The participation of Ml yielded excellent results.• In early March, the IGM-USA team organized an innovative networking event in San Francisco in synergy with the Québec delegation in Los Angeles and Canadian consulates in San Francisco and San Jose.Quebec at the table united 103 decision-makers and influential consultants in the micro-electronics, telecommunications, and venture capital sectors.• For the second consecutive year, the team of Montréal International-Europe participated in the Marché International des Professionnels de l'immobilier.In association with its partners - the SGF, Technoparc Saint-Laurent, the Montreal International I Trade Zone at Mirabel, the Sanuk real estate company, the Bécancour Waterfront Industrial Park, and the Legault Joly Thiffault law firm - it was able to strengthen business ties with the international business community.58 countries were participating at the event.• The Maintenance Repair Overhaul air show provided another exceptional opportunity to highlight the enormous expertise of Montreal workers in this highly specialized industry backed by a rock-solid infrastructure.This promotional event, organized in association with the Montréal International Trade Zone at Mirabel and Investissement Québec was held in April and attracted some 4,000 participants.• The first of four annual meetings for MMC (Montréal Metropolitan Community) economic development professionals was held on April 4, and ^attracted nearly 50 participants.Orchestrated by Yves Guérin, new director of relations with Greater Montréal partners and affiliates, these meetings offer an excellent opportunity for discussion and, since their launch, have played a role as catalyst.They also provide participants with an opportunity to learn more about the role of facilitator played by Ml, which places an array of services at their disposal.• On May 8, the IGM-USA team led by Jacques Girard attended the first edition of an annual Boston-Montréal conference focused on developing sustainable alliances between these two high-tech hubs with many shared characteristics.Biotechnology and venture capital were on the agenda.CORIM and WorldBoston signed a framework agreement to hold a conference of this type each year from now on, with venues alternating between Boston and Montréal.• Next July 22 to 28 will be held the most famous and gigantic Farn-borough International Airshow.In cooperation with its usual government partners, Marie-Josée Loiselle, Director - Development of United Kindom for Ml and, along with her team will attend this major event that took months of planning.Meanwhile, Ml new recruit for Germany, Marianne Wurm, was in Berlin to attend the International Air Show ILA.Each year more than 1 000 exhibitors of 40 countries around the world participe.• Stop press! The official inauguration of the World Anti-Doping Agency will be held on June 4 at the organization's headquarters in the stock exchange tower in Square Victoria.The opening ceremonies will be held on the occasion of the first meeting of WADA's founding council in the presence of numerous national and international dignitaries from the political and Olympic sports worlds.¦ _________________ J COMMITTEES 9 Leadership Montréal - June 2002 BTMM'S HORIZONTAL COMMITTEES: PRECISION TOOLS TO UNDERSTAND COMPLEX REALITIES The reform of the Board of Trade of Metropolitan Montreal's strategic analysis committees has been a key element in the update process that has mobilized much of the organization's resources for nearly a year now.In the eyes of the new president Benoît Labonté, the reorganization of the committees was critical to allow the Board of Trade to better adjust to the new metropolitan realities and meet its new challenges."We have invested much time and effort to ensure the Board of Trade has all the information it needs to effectively exercise its watchdog role and produce all the documents we need to take informed positions on major issues." Thematic horizontal committees This reorganization is characterized foremost by the significant reduction in the number of committees and a major modification of their mandates.In the past, the Board of Trade had no less than 17 specialized committees operating in a rather vertical fashion, i.e., independently of each other.Since January, that number has been cut down to just four strategic analysis committees (Social affairs, Urban development.Public finances, fiscal policy and legislative agenda, and Economic development) operating horizontally, that is, in close collaboration with each other."The new committees represent a sort of philosophical framework in which we operate," underscores Mr.Labonté."They focus on trends and issues rather than on specific projects.As such, the Board of Trade will no longer tackle problems on an ad hoc basis but will approach them in a global context based on the interests of its members and the entire Montreal Metropolitan Community." Examining issues carefully Each committee comprises some 15 members from all sectors of metropolitan economic activity, be it business, the public sector or social and cultural organizations.The committees examine various issues related to regional development, presenting their thinking, analyses and positions to the Board of Trade, which has the responsibility of transforming them into official positions.Each team is supported in its work by a team of full-time Board of Trade employees who provide strategic intelligence and prepare the briefs, documents, summaries and analyses that feed the members' thinking.The committees are proactive and play a rigorous watchdog and analysis role, according to the director of Strategic analysis management at the Board of Trade, Michel Saint Denis."The issues are becoming more complex.Work methods are changing.The amount of information and the speed at which it circulates is constantly increasing.This means that decisions must be made far more rapidly.We can no longer be satisfied with being reactive.We must be able to know exactly what is happening around us, where we're at and where we are going." Precision tools TO IMPLEMENT CHANGE Under these conditions, the Board of Trade is highly motivated to acquire and analyze information more quickly.For this reason, Mr.Saint Denis and his team are seeking to develop a telemetric approach by using more precise and sensitive tools to rapidly identify change in Montreal."If we realize there is a strong trend in one area, sudden changes in another, we will try to find a way to intervene.When we see things happening, we want to be able to influence the change." In the end, what is at issue is the ability to offer the Board of Trade members and all the social, economic and cultural stakeholders the means to make the most informed decisions possible for the development of metropolitan Montreal."We don't see ourselves as experts," concludes Mr.Saint-Denis, "even if there are experts on our committees.We see ourselves foremost as people who can understand the interests of our members and take positions that lay the groundwork for success." ¦ BUSINESSWOMEN IN ACTION: REPORT ON AN ACTION-PACKED YEAR The Businesswomen in Action's year culminated on May 9 with the committee's annual highlight event, the networking dinner, which honours women who have distinguished themselves in various areas of activity.This season was marked by various achievements that attest to the commitment, generosity and vitality of the committee's members.SUB COMMITTEE HIGHLIGHTS Women embarking on careers This sub-committee presented guests from different professions and economic milieus.During each meeting, which was accompanied by visits to their company, the guests spoke about their career path and what drove them to excel both in their early By Chantal Desjardins years and since then.This format was highly successful and will be repeated next year.Women entrepreneurs The participants at these informal meetings organized by this sub-committee discussed and shared their expertise.At the beginning of the year, two thematic presentations were organized jointly with the Women and Careers sub-committee: Marie France Dayan, a Feng-Shui expert, explained the basic concepts of this oriental philosophy and its application to the professional and working environment.For her part, Solange Côté, a business coach and consultant, discussed professional integrity.Both presentations were a complete success.Women and careers The season began with a discussion group on networking, led by Marie-Ange Bourdon.The group welcomed Ingrid Gratz, a source of inspiration because of her exceptional career path.We also had the opportunity to listen to Marcelle Chénier, president of Aventures douces plein air Inc., who gave tips on how to integrate outdoor fun and activities into our daily lives.Lastly, two joint activities were carried out with the Women Entrepreneurs and Self-Employed Workers committee.Science and technology The year came to an end with a round table on the theme "Women in science and technology: from dreams to reality," with Johanne Desrochers, president and CEO of the Association des ingénieurs conseils du Québec, and Michèle Savoie, senior director of foreign affairs and evaluative research at Bristol Myers Squibb Canada.Both women spoke of their experiences and the perseverance required to develop their careers.Marie-Ève Boivin, a future aerospace engineering student, demonstrated her vitality and ability to follow her dream.to travel to Mars.A discussion followed, led by Andrée Beaulieu-Green, from the ICARI design school.Reading club Through their readings, meetings and initiatives, the sub-committee prompted profound reflection by its members on the world that surrounds us.Special alliances were forged with the UQAM Chaire en études stratégiques et diplomatiques.Two noteworthy meetings: one with journalist Jean-François Lépine on the Palestinian issue, and the other with Raymond Klibansky, an archeologist of human thought and international expert in medieval philosophy, who spoke of watershed events in the past century.We would like to thank them for sharing their time with us.Thank you to everyone I would like to thank the Board of Trade and every person in charge of a sub-committee.Together, we have been able to develop and maintain excellent knowledge of the world around us, knowledge that is becoming increasingly indispensable to exercise sound leadership in this changing world.page 13 ? VOLUNTEER WORK TWENTY-FIVE YEARS OF VOLUNTEER WORK.IMPRESSIVE! When Jacques Mainville became a member of the Board of Trade, he became a volunteer because he felt it was a great way to forge business contacts.Over the years, he has worked on, among other things, the Tourism and General Welcoming committees, and is currently on the VIP welcoming committee.Jacques Mainville Before opening his own communications firm, Jacma Marketing, Jacques Mainville spent a number of years as senior sales manager for Holiday Inn Select du Vieux-Montréal.The board of directors, the executive office and permanent/full-time staff of the Board of Trade would like to congratulate and thank Mr.Mainville for his invaluable and generous contribution over the years.Thank you to all volunteers The Board of Trade would also like to thank all the volunteers who, throughout the year, and regardless of the time involved, help ensure the smooth operation of our events.¦ BOARD OF TRADE AND INFO ENTREPRENEURS' SUMMER HOURS AND HOLIDAYS Our offices will be closed on Monday, June 24 (Saint-Jean-Baptiste); Monday, July 1 (Canada Day); and Monday, September 2 (Labour Day).This summer, 12 of Hydro-Québec's facilities will be open to visitors, free of charge.Amazing discoveries await you — just follow the guide ! Free tours for the whole — — GUIDE Laval Rivière-des-Prairies generating station 1 800 365-5229 Montérégie Beauharnois generating station 1 800 365-5229 and Électrium 1 800 267-4558 Laurentians Carillon generating station 1 800 365-5229 James Bay Robert-Bourassa generating facility and La Grande-1 generating station 1 800 291-8486 Abitibi-Témiscamingue Première-Chute generating station (819) 949-4431 and the regional control and training centres (819) 797-3195 Magdalen Islands iles-de-la-Madeleine generating station (418) 986-7276 Ottawa Valley Rapides-Farmers generating station 1 800 365-5229 North Shore Daniel-Johnson dam and Manic-5 and Manic-2 generating stations 1 866 LA MANIC 1 800 363-7443 www.hydroquebec.com/visit From Tuesday, June 25, up to and including August 30, our office hours will be from 8:30 a.m.to 4:30 p.m.We will return to our regular office hours on Tuesday, September 3.a" Hydro Québec The staff of both organizations wish you all a beautiful summer! \ 4; ; .tgfej FREE TRIAL OFFER SELENA Featuring VAN BQVtte Your coffee-break specialist Fine Coffees Featuring our new Keurig®’s coffeemaker Variety of products and equipment 24-hour guaranteed delivery Over 12 000 satisfied customers Café Selena Tel: (514) 270-0330 www.selena.com PARINEI il Leadership Montréal - June 2002 Institut du commerce électronique Electronic Commerce Institute Pierre Lcmgelier, President and general manager E-BUSINESS CERTIFICATION - A RAPID, INTENSIVE TRAINING PROGRAM FOR TODAY'S PROFESSIONALS AND DECISION-MAKERS Since its inception, the Electronic Commerce Institute has worked closely with local companies to help them achieve their objectives.The Institute offers state-of-the-art services to support them in their strategic efforts.For more than a decade, the Institute has offered cutting edge products and solutions meeting the changing needs of companies.In November 2000, in association with the École des HEC, the Centre de i page 3 The emergence of- increase their credibility and create new opportunities for strategic alliances.For pharmas, the round table would promote collaboration that would give them access to new molecules.It would also help them achieve and even exceed the objective of investing 10% of sales in R&D while allowing them to be better corporate citizens.Pharmaceutical and biotechnology firms share the same challenges in terms of protecting intellectual property, market access, availability of highly qualified manpower, the need to strengthen their research infrastructure, increasing networking with universities, holding on to talented individuals in our universities and enhancing the image of an industry in light of the many human health issues.Many obstacles must be overcome to arrive at a true consensus.Montreal's major pharmas are subsidiaries of international American or European companies.The R&D they conduct in Canada is decided in the international centres of their parent company.Biotechs have a hard time understanding the workings of R&D within large pharmaceutical companies and they have an even harder time identifying the leaders to whom to present their projects.This reality, which is often combined with limited networking and a lack of information about their work, makes it necessary for biotechs to make themselves known, individually and collectively.Pharmaceutical firms have difficulty evaluating local biotech projects based on the needs of their organization.In fact, the R&D programs spearheaded by their international centres are so large and so diverse that it is nearly impossible for the Canadian branches to know exactly what is going on.An important point to understand is that it takes 12 to 15 years to develop a drug and that the main responsibilities of the pharmas in Canada are to register, market and sell their products in Canada.Consequently, they rarely have specialized resources devoted to evaluating biotech discoveries.Moreover, Canada is just a small market, accounting for barely 2% of global drug sales.Our industry's and universities' national notoriety in R&D trails some other countries where health and life sciences research is concentrated.The round table, which will bring together 19 companies, will therefore seek to create better bilateral communication between biotech and pharmaceutical firms to facilitate collaboration and strategic alliances.The members of the round table are already totally committed.They have established short-term priorities, a work schedule, and a basis for action and sharing of responsibilities.They collaborate regularly, both physically and virtually, by way of an Intranet made available to them.The participants are as follows: Angiogene, ConjuChem, Biophage Pharma, Caprion Pharmaceuticals, Galileo Genomiques, Procyon BioPharma, Procréa Biosciences, Shire BioChem, SignalGene, Theratechnologies, Aventis Pharma, Bristol-Myers Squibb, Boehringer Ingelheim, Novartis Pharma, Wyeth-Ayerst, Merck Frosst, Pfizer, AstraZeneca R&D, MDS Pharma Services and Labopharm.¦ recherche informatique de Montréal (CRIM - Training), and Secor, the Institute launched an intensive 8-day strategic training program, spread over 6 weeks, leading to professional certification in E-business.Since then, more than 250 managers, executives and professionals from SMBs and major corporations in all sectors (including manufacturing, transportation, health-care, telecommunications, finance, services, and government) have taken the program and earned CICE certification (Certified International Credit Executive).Some began with very little knowledge of E-business, while others were highly qualified in technology or management, but all benefited from the strategic content and the how-to approach of the method, the discussions among professionals, and their new network of contacts.CICE certification recognizes the acquisition of knowledge in the areas of analysis, planning, and strategic management including feasibility studies and the development of electronic business plans.While demystifying IT, the program targets the issues and scope of E-business to integrate strategies and technology, thereby consolidating the assets of the company concerned and developing new business prospects.The feedback from certified individuals is telling.With the skills acquired and a comprehensive vision of E-business, they are considered a strategic resource for their company and clients.Certification has also earned them chances for advancement, promotion, and career change."Very beneficial - this course helped me update my knowledge in B2B.I learned a lot and am now a better consultant when it comes to the issues facing our market.I have a better grasp of various aspects of the company such as planning and marketing as well as legal issues, strategic intelligence, and security.I realize we are not quite ready for some products that are, nevertheless, magic solutions for others - so I don't waste my time with them.After all, business is business," explains Lucie Caya, IT consultant, Hydro-Québec.This program is available in the classroom or on-line.For more information about upcoming sessions or to learn more about our products and services, please contact us at (514) 840-1297 or visit our Web site at www.institut.qc.ca.¦ Electronic Commerce Institute - Training and certification program JUNE 2002 June 4 Training: Aspects légaux des affaires électroniques (in French) 9 a.m.to 4:30 p.m.Location : Institute's premises June 12 Training: Finances et affaires électroniques (in French) 9 a.m.to noon Location : Institute's premises June 12 Training: Ressources humaines et affaires électroniques (in French) 1:30 to 4:30 p.m.Location : Institute's premises June 13 Training: Production et affaires électroniques (in French) 9 a.m.to noon Location : Institute's premises Information : institut@institut.qc.ca Tel.: (514) 840-1297 THE BEST RUN E-BUSINESSES RUN my SAP.Com The Electronic Commerce Institute is supported by: Canada Economic Development, ministère de l'Industrie et du Commerce du Québec, ministère des Affaires municipales et de la Métropole and also the Conseil du trésor. A CTIVITV 12 Leadership Montréal - June 2002 20TH EDITION OF THE OUTSTANDING STUDENT AWARDS On May 22 at the Wyndham Montreal Hotel, the Board of Trade presented its Outstanding Student Awards.Each spring for the past 20 years, the Board has held a contest open to secondary V and vocational education students enrolled in public and private schools.Awards are given in four categories: Social Sciences - Languages; Science -Mathematics, Arts and Vocational education.The awards ceremony was combined with a business luncheon featuring explorer and speaker Bernard Voyer, a man whose adventurous spirit captures the interest of young people wherever he goes.Constantly taking up new challenges and striving to excel, Voyer lives by the motto "we grow by rising to challenges," words that always strike the imagination of the audiences he addresses.Here are the names of the students who took top honours in the contest.Winners in the Science - Mathematics category Bronze: Antonio Pistilli, John F.Kennedy Comprehensive School, English Montreal School Board Silver: Laurence Girouard, Pensionnat du Saint-Nom-de-Marie, Fédération des établissements d'enseignement privés Gold: Tanya Castelino, Sacred Heart School of Montreal, Quebec Association of Independent Schools Tanya Castelino Tanya Castelino: Tanya is a versatile girl who is active in sports and music.One look at her report card and you can see that she is a model student.and she wants to become a doctor.A science project she did for the CECM Science Fair, for which she earned a gold medal, as well as many other science projects she exhibited at various competitions, undoubtedly set her on this path.The research work she presented for this contest was on orthognathic surgery, which is the correction of congenital or acquired dentofacial anomalies - a rather detailed study.Winners in the Arts category:: Bronze: Marielle Saint-Laurent, École secondaire Des Sources, Commission scolaire Marguerite-Bourgeoys Silver: Maude Nepveu-Villeneuve, Collège Mont-Saint-Louis, Fédération des établissements d'enseignement privés Gold: Kerianne Wilson, Royal West Academy, English Montreal School Board Kerianne Wilson S.__L Kerianne Wilson: Report card average: 92%.The principal of the school she attends says of her: "Everything Kerianne does, she does exceptionally.She earns the highest marks for her studies as well as for her sports and musical activities.Kerianne is a born leader, a team player, who is liked and respected by her classmates and by the teaching staff.an exceptional person who makes a difference wherever she goes." She has won honours in music as well as sports awards and medals.The piece she played before the jury for this contest was a flute solo by Mozart.Winners in the Social Sciences -Languages category Bronze: Catherine Rousseau-Saine, École secondaire Paul-Gérin-Lajoie-d'Outremont, Commission scolaire Marguerite-Bourgeoys Silver: Stéphanie Rondeau, École secondaire Honoré-Mercier, Commission scolaire de Montréal Gold: Patricia Riopel, École secondaire Saint-Georges, Commission scolaire Marguerite-Bourgeoys Patricia Riopel Patricia Riopel: Another outstanding average of over 92%.For her project for this contest, Patricia wrote in English a 500-word essay on the economy, expressing her point of view on the forces that govern the markets.Why this topic?Because commerce is a subject that interests her and one that is directly connected to the economy, and because writing enables her to present her ideas clearly and accurately.Add to this an impressive list of extracurricular sporting activities, and we have a picture of a well-rounded girl who, according to her professors and everyone she comes in contact with, is pleasant and easy to get along with.Winners in the Vocational Education category Bronze: Gabriel Campeau, Centre intégré de mécanique, de métallurgie et d'électricité, Commission scolaire Marguerite-Bourgeoys Silver: Vanessa Geiring, Rosemount Technology Center, English Montreal School Board Gold: Jacinthe Émond, École des Métiers du Sud-Ouest de Montréal, Commission scolaire de Montréal Jacinthe Émond Jacinthe Émond : Jacinthe is completing her vocational training in jewellery-making this year.For this contest she presented one of her creations: a sterling silver necklace with dyed pearls, a unique hand-made item.For her, jewellery-making is a form of unlimited expression that she simply fell in love with."You could say that I didn't choose this artform, but that it chose me, transporting me into its infinite universe." Although she cannot always explain the items she makes, a sort of unconscious energy induces her to express her feelings in the form of a tangible object.Congratulations and thanks These young people represent our future in many areas of endeavour.They have immense potential that must be discovered and channelled by giving them a chance to express it.The Board congratulates the winners as well as the 73 finalists.These young people have shown that they have both skill and creativity.Their tal- page 13 ?JSSBftB i f ip For everyone who seeks greater productivity Many businesses respond to increased world competition by adopting modern technologies and by boosting their productivity.BDC now offers an innovative and highly flexible financial product to help well-established manufacturing companies acquire state-of-the art equipment to enhance their competitiveness and ensure sustained growth: the Productivity Plus Loan.To find out more about this new financial product and our many integrated business solutions, contact BDC today! Canada 1 888 INFO BDC / www.bdc.ca Business Development Bank of Canada In Business For Small Business BEX ACTIVITY 13 Leadership Montréal - June 2002 4 page 12 20th edition.ent is a reflection of the people who educate them - their families and teachers - and they are fine representatives of the next generation.The Board thanks the teachers of these young people and the management of the participating schools and school boards that encourage their students to continuously push their limits and to participate in this type of competition.Thank you to the members of the various juries who had the difficult task of selecting the winners.The Board of Trade greatly appreciates their availability and generosity.Thank you to the sponsors who offered scholarships of $1,000, $700 and $300 to the winners: the Fédération des caisses populaires de Montréal et de l'Ouest-du-Québec, Ernst & Young, Pfizer Inc.and Via Rail Canada.Thank you also to the Ministère de l'Éducation du Québec, which gave a palmtop computer to all of the winners.Thanks as well to the The Gazette daily newspaper for publishing the photos of all the finalists in its edition of May 23.The Gazette also offered a $600 scholarship in a draw organized especially for the finalists.And the winner is Maude Nepveu-Villeneuve, Collège Mont-3aint-Louis, Fédération des établissements d'enseignement privés.Finally, thank you to the businesses that offered tickets to the young finalists so that they could attend this business luncheon.B [^] Desjardins Ell Ernst &Young DE L'IDÉE À L'ACTION*1 Notre passion, la vie VIA* VIA Rail CanadS 4 page 9 Businesswomen.Another season, ANOTHER PRESIDENT This year marks the end of my two-year mandate.Next season will begin under the direction of a new president.The past two years have been action packed and exciting and I appreciated the support I received from all our members, as well as from coordinator Isabelle Scaffidi and Manuela Goya, our new director of membership services management.Marie-Ange Bourdon is your incoming president.At the helm of the executive search firm.Bourdon and * BOARD OF TRADE ACTIVITIES JUNE 2002 7:30 to 9 a.m.Breakfast meeting John R.Logan Co-fondateur et ancien président Aberdeen inc.et auteur du best-seller Evolution Not Revolution, avec la participation de May Scally, Vice-présidente, Affaires électroniques de Bell Le Windsor ® 5:30 to 7 p.m.11 Business rendez-vous Board of Trade premises 8:30 a.m.to noon (Given in French only)^^) Programme de formation pour dirigeants d'entreprises et travailleurs stratégiques 11 Les outils de qualité Board of Trade premises Noon to 2 p.m.Special business luncheon Gérald Tremblay Mayor of Montreal Marché Bonsecours 5 to 7 p.m.New members' reception Board of Trade premises ® Information and registration: Tel.: (514) 871-4000 Fax: (514) 871-5971 Reduced prices for our members via our secured Web site: www.btmm.qc.ca/activities Desjardins Major sponsor ESS BOMBARDIER Fiducie Desjardins FRASER MILNER CASGRAtNsxi avocats Pratt & Whitney Canada Qeloitte Béla,r & Touche o société M United Technok>«» t" :«MI# !««»*»* I” «M* «>••• «*»***: Wim&M À 4 ' ».a ?J i i îTî s i ;j| : ¦; .ft-a „ , S P A C — ' for rent from 300 ft?to 63,0C Trois-Rivières I Quebec City Montréal Laval Trois-Rivières Quebec City Chicoutimi Montreal Laval Trois-Rivières Quebec City Chicoutimi Montreal Lavai Trois-Rivières Quebec City Chicoutimi Montreal Laval Trois-Rivières Quebec: City Chicoutimi Montreal laval Trois-Rivières Chicoutimi INDUSTRIAL ALLIANCE INSURANCE AND FINANCIAL SERVICE! * !nfttf!rtRi*AfearKe Life Insurance Company FINANCIERE BANQUE NATIONALE PROUD PARTNER OF THE GREATER MONTREAL LEADERSHIP NETWORK THE “MAJOR PARTNERS” Unite our forces for the growth of Greater Montreal! Chambre de commerce du Montréal métropolitain Board of Trade of Metropolitan Montreal $ Institut du commerce électronique Electronic Commerce Instftute World Trade Centre Montréal ABB • Aéroports de Montréal • Abitibi Consolidated Inc.• Agences des douanes et du revenu Canada • Agropur coopérative • Air Canada • Air Liquide Canada inc.• Alcan • Alstom Canada inc.• Andersen • Aramark Québec inc.• Astral Média Inc.• AstraZeneca Canada Inc.• AT&T Canada • Aventis Pharma • Avon Canada Inc.• AXA Assurances inc.• Banque CIBC • Banque de développement du Canada - Siège social • Banque de Montréal • Banque Laurentienne du Canada • Banque Nationale du Canada • Banque Scotia • Banque Toronto-Dominion • Bariatrix International inc.• BCE inc.• Bell ActiMedia • Bell Canada • Bell Helicopter Textron • BMO Nesbitt Burns • Bombardier inc.• Bourse de Montréal inc.• Bowater Produits forestiers du Canada inc.• Brasserie Labatt Itée • Bureau en Gros • Cabinet de relations publiques NATIONAL inc.(Le) • CAE • Caisse de dépôt et placement du Québec • Camco inc.• Canac inc.• Canada 3000 inc.• Canadien National • Cap Gémini • Ernst & Young Canada inc.• Cascades inc.• Casino de Montréal • Ciment St-Laurent • Cirque du Soleil • Cogeco inc.• Cognicase • Commission scolaire de Montréal • Communauté urbaine de Montréal / bureau du président • Compagnie d'assurance Standard Life (La) • Computer Sciences Corporation • Computershare • Costco Canada inc.• de Granpré Chait • Desjardins Ducharme Stein Monast et Sogemis inc.• Dessau-Soprin inc.• Développement économique Canada • Discreet Logic Inc./ Autodesk Canada • dmg world media (Canada) inc.• Domtar inc.• École des Hautes Études Commerciales (HEC) • EDS Canada inc.• Eicon Networks • Emploi-Québec • EMS Technologies, Space Electronics Group • Ericsson Canada inc.• Ernst & Young • Fasken Martineau DuMoulin • Fédération des caisses Desjardins du Québec • Fednav Limited • Fiducie Desjardins • Financière Banque Nationale • Financière Sun Life • Fonds de Solidarité (FTQ) • Fonds Ville-Marie • Fraser Milner Casgrain • Gartner Canada • Gaz Métropolitain • Glaxo Wellcome Inc.• Goodyear Leaders ! Canada inc.• Groupe CGI inc.• Groupe conseil DMR inc.• Groupe Cossette Communication • Groupe Créatech • Groupe LGS inc.• Groupe Optimum inc.• Groupe Pharmaceutique Bristol-Myers Squibb • Groupe SNC-Lavalin inc.• Groupe Télécom • Groupe TVA inc.• Groupe-conseil Aon inc.• Hewitt Équipement Itée • Hewlett Packard (Canada) Itée • Hydro-Québec • IATA - International Air Transport Association • IBM Canada Itée • Imperial Tobacco Canada Itée • Industrielle-Alliance Cie d'Assurance sur la vie • Industries C-MAC (Les) • Investissement-Québec • Ivaco inc.• KPMG s.r.l.• Kruger inc.• La Great-West Cie d'Assurance • Lafarge Canada inc.• Le Groupe Jean Coutu (PJC) inc.• Le Groupe Télé-Ressources Itée • Les Hôtels Fairmont • L'ORÉAL Canada • Loto-Québec • McCarthy Tétrault • McGill University • Médias Transcontinental inc.• MDS Pharma Services Inc.• Médis Services Pharmaceutiques et de santé inc.• Meloche Monnex inc.• Mercer, Consultants en ressources humaines • Merck Frosst Canada inc.• Métro Richelieu inc.• Microcell Télécommunications inc.• Mitel Networks • Molson • Nexlnnovations inc.• Noranda inc.• Nortel Networks • North Star Ship Chandler inc.• Novartis Pharma Canada inc.• Oberthur Jeux et Technologies • Office municipal d'habitation de Montréal • Ogilvy Renault • Ouimet Cordon Bleu inc.• Parmalat Canada • Petro-Canada • Pfizer Canada Inc.• Pitney Bowes du Canada Itée • Pomerleau • Port de Montréal • Postes Canada • Power Corporation du Canada • Pratt & Whitney Canada • PricewaterhouseCoopers • Provigo inc.• Québécor Media inc.• Raymond, Chabot, Grant, Thornton • RBC Banque Royale • Regroupement des collèges du Montréal métropolitain • Réno-Dépôt inc.• Restaurants McDonald du Canada Itée • Richter, Usher & Vineberg • Robert Half International inc.• Rogers Sans-fil Inc.• Rolls Royce Canada Ltd.• RONA inc.• Samson Bélair/Deloitte & Touche • Schering Canada inc.• Scotia Capitaux inc.• Shire BioChem inc.• SITQ immobilier • Sobeys Québec • Société Compaq Canada inc.• Société de transport de la C.U.M.• Société des Alcools du Québec • Société du Groupe d'embouteillage Pepsi • Société du Palais des Congrès de Montréal • Société du Vieux-Port de Montréal • Société en commandite Stationnement de Montréal • Société générale de financement du Québec • Sprint Canada • SSQ Groupe Financier • Stikeman Elliott • Sucre Lantic Itée • Système M3i inc.• Tecsult inc.• TELUS Mobilité • TELUS solutions d'affaires • The Gazette • Transat A.T.inc.• UAP inc.• UBI Soft Divertissement Inc.• Université Concordia • Université de Montréal • Université du Québec à Montréal • Van Houtte inc.• Velan Inc.• Vêtements de sport GILDAN active wear • VIA RAIL Canada inc.• Ville de Montréal - Service du développement économique • Wyeth-Ayerst Canada Inc.WELCOME TO THE MAJOR PARTNERS CIRCLE CALL US AT (514) 871-4000, EXT.4021 LEADERSHIP MONTRÉAL / JUNE 2002 ON AN INSPIRED PATH.A PERMANENT PRESIDENT * FOR A BOARD OF TRADE BETTER**' EQUIPPED TO MEET NEW CHALLENGE! n April 1 6, Benoit Labonté became the new permanent president of the Board of Trade of Metropolitan Montreal.Mr.Labonté will henceforth act both as chief executive officer ond chief operating officer as well as spokesperson for the organization.The members ratified Mr.Labonté's appointment at the special meeting held on this date, along with other amendments to the Board of Trade’s general bylaws.The decision to make its presidency permanent is a milestone in the Board of Trade's long history.“Never, in its 181 -year history has the Board of Trade ever had a permanent president," recalls Mr.Labonté.“We proposed this reform because we felt it necessary to give THE REALITY OF URBAN CENTRES Montreal is currently undergoing a period of rapid, major change: the creation of a new city of 1.8 million people, the creation of a metropolitan community encompassing almost one half of the Quebec population, and the growing emergence, on a world scale, of urban centres as economic and political decision-making centres.THE EXECUTIVE TEAM Seated: Mandela Gota, Benoit LabontE, MARXVDNNE ChJTEL, ASSISTANT TO THE PRESIDENT, AND ERIC MEUNIER.Standing: : Isabelle Hudom, Pierre Boutot, Michel Saint Denis and Sonia Tremblât, Administrative assistant.Executive omcE.the presidency increased coherence by making the position permanent and giving it continuity in its watchdog role, reactions and contacts with decision makers.” The amendments adopted on April 1 6 represent the culmination of an update process that took place over the course of about one year.This process essentially sought to equip the Board of Trade to face the new issues of the Montreal Metropolitan Community.The project was spearheaded by outgoing president Guy Fréchette, who has since become the chairman of the board.He accomplished this task by working closely with past presidents and members of the current board of directors.“If the Board of Trade has managed to survive for 1 81 years," states the new president “it is because it has always managed to adapt to change ond make the shifts dictated by the external environment” The changes made to the way the Board of Trade operates were based largely on the worldwide observable fact that the development of societies increasingly revolves around urban centres.As a result international agreements - particularly in the field of economics -basically set the parameters for the ability of governments to intervene.“Increasingly, city-regions are dealing directly with their counterparts commercially, economically, socially or culturally” continues Mr.Labonté.“It is therefore essential for the Board of Trade to take these dynamics into account when planning its initiatives aimed at developing the Montreal metropolitan community as a whole.This is the crux of the reform we have implemented.” As well, city-regions around the world are olso competing fiercely with each other on an international scale.The Board of Trade’s new policy statement made public in April largely echoes the fact that Montreal's development requires the integration of o metropolitan vision within international aspirations.NEW RESPONSIBILITIES AND NEW TAXATION According to the new president of the Board of Trade, this emergence of city-regions as centres of excellence will result in the medium term, in a thorough redefinition of their roles ond prerogatives.Clearly, they will require greater decision-making and intervention powers concerning their development “Inevitably, some responsibilities will be transferred to the city.This devolution of services must be accompanied by greater financial capacity.Indeed, property taxes will no longer be an effective way of urban taxation.” According to Mr.Labonté, a fiscal transfer to urban centres is not as far off as some would think.Over the post few months, Quebec Premier Bernard Landry and the federal Minister of Finance, Paul Martin, among others, have clearly evoked the idea of increased fiscal autonomy for the cities.TOWARDS REGIONAL COHERENCE The Board of Trade of Metropolitan Montreal has undertaken to design a development outlook for the next 1 5 years for Montreal.It is with this vision in mind that it held the symposium Montreal 801 7: A 375-Year-Old City of the World on April 30 and May 1 [see article], “This development outlook will definitely be regional," assures Mr.Labonté.“The island of Montreal does not have all it needs to be internationally competitive, but it can find everything it needs in its pool of regional resources, from SME exporters to centres of excellence in leading-edge industries such as aeronautics and biotechnology.We must leverage the strengths of the entire metropolitan region to succeed." This means a lot of work for the Board of Trade: strengthen its ability to produce thinking and content take positions, mobilize, sensitize and convince.These challenges do not daunt the new president "The municipal mergers were not greeted with joy and jubilation," says the president ironically.“But once we drive home the point that we must develop regional coherence, interest in this regard will grow, and we will succeed in mobilizing the entire community.It has to be so, because our future resides in a metropolitan vision of our development” ,, Marc Dussault ' THE BOARD OF TRADES EXECUTIVE TEAM: NEW BLOOD TO MEET NEW CHALLENGES Over the past few months, the Board of Trade of Metropolitan Montreal has not only updated its internal by-laws and work methods, it has also called upon a new generation of leaders willing to put their ideas and energy to work to enhance the prosperity and visibility of Montreal and to continue - in the same spirit that has prevailed at the Board of Trade for the past 1 80 years -to promote its economic development Headed by the new permanent president of the Board of Trade, BenoTt Labonté, this team includes three enthusiastic recruits: Michel Saint Denis, director, Strategic analysis; Isabelle Hudon, director, Communications; and Manuela Goya, director, Member services.THE TEAM AND ITS CHALLENGES As director of administration, Pierre Boutot, CGA, ensures the Board of Trade's smooth financial operation, much as he has done for the past 11 years, first as chief accountant, from 1991 to 1 994, and then as controller, from 1 994 until just recently."My challenge is to continue the practice of carefully managing the Board of Trade's financial resource, primarily in the form of membership dues." Previously the director of operations and marketing at Oxfam-Québec, Manuela Goya is in charge of communications between the Board of Trade and its members.“My challenge and that of my team is to create a two-way channel of communication between the Board of Trade and its 7,000 members.Our plan of action is to listen in order to be able to take better action." :: PIERRE BOUTOT, “Sound, efficient management has always been a point of honour for and ensured the credibility of the Board of Trade's administration.With the help of our team, I plan to maintain this credibility so that the Board of Trade can exercise its leadership for another 1 80 years." it ISABELLE HUDON “The Board of Trade must maintain and nurture its credibility so as to always increase its influence with decision makers.The communications team has rolled up its sleeves and is working hard to provide the Board of Trade with the tools it needs to achieve its objectives regarding our members, the media and decision makers." :: MANUELA GOYA, "With my team’s help, I would like to create a common space for our 7,000 members, o place where they will want to get together to ponder the future of our unique city, a relevant meeting place where economic, social and cultural activities meld now and in the future." h ÉRIC MEUNIER, “Our team consists of professionals with varied and complementary talents that revolve around o single passion—Montreal.We must create synergy that will spawn new ideas while ensuring that all our decisions are made with our members' interests in mind." :: MICHEL SAINT DENIS.“We've gone from seventeen public affairs committees down to four strategic analysis committees that work closely with and are led by our team of full-time analysts.Together, we will work to make Montreal into an even more productive and competitive city of the world." For Isabelle Hudon, who previously headed the communications department of the Montreal Transition Committee, the Board of Trade must, more than ever, offirm its presence in Montreal’s major debates.“In addition to conveying our enthusiasm for the progress and development of the new city of Montreol, we face a triple challenge day after day: to be relevant for our members, credible with the public and influential with decision makers." Éric Meunier, who was Premier Lucien Bouchard's cabinet advisor, is power behind the throne.As executive assistant to the president he uses his extensive talents os a mobilizer and oversees the coordination of ideas both internally and externally.Michel Saint Denis, who has worked as on advisor for the president of the Société du Vieux-Port de Montréal and an analyst at Canada Economie Development coordinates the work of the Strategic analysis committees [see article, page 9].He believes that the members of the Board of Trade must hove access to the best information possible in order to exercise a positive influence on Greater Montreal’s development "Our challenge is to get a head start in terms of our watchdog and strategic analysis role and to have the right tools to take the best possible positions on behalf of our members.” * ASUCCE MONTREAL 2017: A 375-YEAR-OLD CITY OF THE WORLD Chambre de com du Montréal metre Board of Trade of Metropolitan Montreal! S W0 * .' :;Mali The Board of Trade of Metropolitan Montreal's symposium, Montreal 20 ?7: A 375-Yeor-Old City of the World, held on April 30 and May 1, was a resounding success both in terms of the relevance of the issues discussed and the participation and interest it generated.With some 20 experts from around the world and some 250 interested and oftentimes engrossed participants, these two days of reflection provided an opportunity to look back at the achievements of the past 1 5 years, to take stock of what is being done elsewhere, and to project Montreal 1 5 years into the future, evaluating its needs, strengths and weaknesses.Speakers such as Laurent Picard, president of the Comité consultatif sur le développement de la région de Montréal in 1 986, and Claude Pichette, president of the Groupe de travail sur Montréal et sa région in 1 993, gave us a glimpse of how far Montreal has come since the economic crisis of the 1 980s.However, they also made us realize that the work is far from finished given the fierce competition between urban centres around the world.The participants also had the opportunity to see how two European cities, Lyon and Barcelona, each found their own way to take up the major challenges facing urban agglomerations at the beginning of the new millennium.Currently viewed as model cities, Lyon and Barcelona both put a decidedly creative and human spin on their initiatives to propel their city-regions into the future.MONTREAL’S MAJOR CHALLENGES Much of the symposium was devoted to the major challenges Montreal will face in the next fifteen years.And they are numerous indeed, involving financing, urban planning and infrastructures, but also to the emergence of a creative city focused on innovation, a culturally vibrant city, proud of its heritage, an open city clearly committed to the fight against violence, poverty and exclusion.Speaking on the last day of the symposium, the Minister of State for Municipal Affairs and Greater Montreal, André Boisclair, stated that the work currently underway to provide the Montreal Metropolitan Community with real strategic planning offers a unique opportunity to influence the future of the metropolis.The Minister also endorsed the idea of providing urban agglomerations such as Montreal with greater powers to allow them to achieve their full potential.“Given the financial and administrative capacity of the municipalities, they should enjoy more autonomy in managing their affairs," he stated.However, when it comes to mobilizing the financial resources required for such a level of autonomy, Mr.Boisclair was compelled to say that Quebec's current THE THREE “Ts” OF THE CREATIVE CLASS: TECHNOLOGY, TALENT AND TOLERANCE Governments would do better to finance the construction of city parks and encourage the establishment of small bistros and gay bars in their cities rather than try and attract companies with extensive public funding.Or at least that is the argument put forward by Richard Florida, a regional economic development professor at Carnegie Mellon University in Pittsburgh and author of the recent work The Rise of the Creative Class.If we are to believe Mr.Florida, who spoke on April 30 at the symposium Montreal 2017: A 375-Yeor-Old City of the World, it is no longer people who are moving to where companies are located but rather companies that are moving to where there is a critical mass of talented, creative people.According to Richard Florida, we are witnessing the emergence of a new category of workers - the creative class - that is turning the old economic development paradigms upside down.This class, which he estimates represents one third of the North American workforce, consists of scientists, engineers, researchers and people working in high technology, as well as writers, poets and others representing avant-garde technology and modern culture.MONTREAL: ITS CREATIVE CLASS AND BOHEMIAN INDEX Richard Florida has concluded from his research that the new geography of economic development revolves around three major criteria: technology, talent and tolerance.People from the creative class choose to locate in cities that possess these three ingredients.In terms of these criteria, Montreal appears very well positioned on a North American scale to attract this new class.Based on its bohemian index, Montreal ranks 8th among North American urban centres.Mr.Florida sees the real-estate boom in Plateau Mont-Royal as concrete proof of the emergence of an important creative class in Montreal.Initially a working-class neighbourhood, the Plateau is now home to many artists and creative people and, according to the Wallpaper, is today one of the trendiest city neighbourhoods in the world.AND SPORTS?To all those who think that the impending departure of the Expos is a catastrophe for Montreal, Richard Florida offers a reassuring answer: The presence of professional sports teams has absolutely no bearing on the decision of talented, creative people to locate in a given city.financial situation does not make this possible, and he called upon the municipalities to help the government rectify the fiscal imbalance observed by the Séguin.Commission.CREATIVITY, COHERENCE AND COHESION To close these two days of reflection, the new permanent president of the BTMM, Benoit Labontè, underscored the fact that Montreal is today in o unique situation: a new city, a new metropolitan community and new dynamics of urban agglomerations in the world."Propelled by forces and a situation that is completely new," he continued, “Montreal must continue to adapt innovate and change." According to Mr.Labonté, three fundamental elements are key if over the next 1 5 years we hope to optimize Montreal's quality of life, prosperity and competitiveness.These three elements are creativity, coherence and cohesion.According to the president creativity and economic growth go hand in hand.“Montreal can no longer content itself with sporadic flashes of creativity, no matter how brilliant Faced with other urban centres with boundless ingenuity developing structures and working together, we must leverage our creativity.To do so, we have to believe in ourselves, take risks, and most of all, not be afraid to shake things up.” Coherence means that our actions and decisions cannot contradict each other.It involves sharing common ideas in the pursuit of a common goal.In this regard, the Board of Trade plans to closely follow up on the recommendations made during this symposium, namely, by developing indicators such as a “governance” index to evaluate the level of involvement of the stakeholders in the region and a “creative capital” index to measure the growth of the creative population within the Montreal economy.Lastly, Montreal’s competitiveness and sustained prosperity requires cohesion, i.e., a community with vision, unity and solidarity among its citizens, stakeholders and decision makers.According to the Board of Trade's president to achieve this cohesion, Montreal must overcome three challenges: set in motion momentum for the betterment of the new city of Montreal and its metropolitan community, ensure that an approach based on the urban agglomeration concept is widely accepted, and that as many citizens as possible contribute to Montreal’s advancement and development with particular focus on the fight against poverty and exclusion.According to Mr.Labonté, the Board of Trade is very excited about the challenges facing Montreal in the next fifteen years, challenges that above all, involve “helping shape Montreal into a City of the World in every way." * LEADERSHIP MONTREAL/JUIN 2002 URBAN CENTRES AT THE HEART OF PLANETARY GOVERNANCE MR.KIMON VALASKAKIS Professor, Deportment of Economics, Université de Montréal MR.PATRICK LUSSON Chief, Mission prospective et stratégie d'agglomération.Grand Lyon LYON AND BARCELONA: TWO MODEL CITIES FOR MONTREAL At a time when Montreal is more clearly defining its development as an urban centre, there ore cities in the world whose recent experiences could prove inspiring.Such is the case of two European cities that are more thon 2,000 years old but nonetheless resolutely focused on the future: Lyon and Barcelona.Even as we witness the emergence of the “global village” evoked by McLuhan in 1 968, we are observing a growth in urbanization ond the appearance of dynamic urban centres that will play an important role in the future.This is the argument developed by Kimon Voloskokis, on economics professor at Université de Montréal and former ambassador of Canada to OECD, during the recent symposium of the Board of Trade, Montreol 2017: A 375-Year-Old City of the World."Rather than a global village, we are moving towards a ‘global city' where urban centres will be the stars in the new global theatre," explains Mr.Valaskakis, underscoring that the United Nations today identifies 560 megalopolises that already dominate the planet “G LOCALIZATION" In large part, Mr.Valaskakis sees the growth of urban centres as a reaction against some of the effects of globalization.He believes that the phenomenal advances in information technologies have spawned a “counter trend, which is local growth, to counter the dehumanizing effect of globalization." MR.JOAN BUSQUETS Professor, University of Catalonia The participants in the Board of Trade of Metropolitan Montreal’s symposium Montreol 2017: A 375-Year-Old City of the World had the opportunity to learn about the steps taken by these two cities over the past few years to ensure a sound foundation for their future development LYON: A COMPETITIVE, UNIFIED METROPOLIS In 1 997, former Prime Minister Raymond Borre, then president of Grand Lyon, launched Millénaire 3, a long-term initiative aimed at ensuring Lyon's place in the context of inter-city competitiveness.Three years later, consultations held with Lyon's citizens culminated in an urban centre project entitled 21 priorités pour le 21 e siècle: pour une métropole compétitive et rassemblée [21 priorities for the 21 st century: for a competitive ond unified metropolis].The plan proposed o metropolitan vision that revolved around 5 major challenges: culture, quality of life, corporate spirit continuous training ond participatory democracy.Adopted last year, the urban centre project is today the basis of Lyon's development As underscored in issue number 21 of Millénaire 3: “After having been the purveyors of city services, and land developers, we are now becoming motivators and facilitators of global development concerned about economic growth to have the means to realize our ambitions but also concerned with social cohesion, hence job creation and initiatives aimed at strengthening the sociol bond." Intent on developing new sectors of excellence in the new economy, the initiatives of Grand Lyon ore also firmly focused on the quality of the environment the fight against exclusion, and social cohesion.BARCELONA: RELYING ON THE PAST TO ENTER THE FUTURE Barcelona began by delving into its culture and history in the early 1 980s to figure out how to launch into the 21 st century.Largely neglected during the dark years of Francoism, Barcelona has in just o few years transformed itself from a provincial city to one of international stature.It achieved this by first rebuilding itself on its historical ond cultural foundations, preserving the approach designed for it in the mid 1 9th century by civil engineer lldefonso Cerda, the architect of modern Barcelona and the true founder of urbanization.Some twenty years ago, the city began its urban redevelopment by focusing on quolity of life ond sociol harmony: green spaces, public places closed to cars, relocation of the highway that marred the downtown core and a revitalization of the old city and seashore.However, Barcelona's development as it is taking place today, is not only the business of municipal authorities.Engineers, architects and urban planners work closely together in a renewed focus on coherence ond efficiency.Moreover, the private sector has joined forces with the public sector and is also participating extensively in these efforts.Modern Barcelona hos also undertaken to reposition itself according to a resolutely metropolitan approach of economic and social development According to some, it is this metropolitan spirit that clinched its bid to host the 1 992 Olympic games.X Faced with a globalization they feel they cannot control, citizens are focusing on social and human areas they are better equipped to control.It is this opposition between global ond local that has given rise to the neologism “glocalization.” “The flip side of local,'" continues Mr.Voloskokis, “takes the shape of nationalism, ethnic and religious identity, and especially urban identities.The City is in the process of becoming the counterweight of choice in terms of local against global." THE TRIUMPH OF “PLEASANT” CITIES The city is becoming a pleasant place -and a drawing cord - that globalization does not possess.“While objective costs remain relevant the presence of culture, green space, good weather, safety and festivals ploys a major role," maintains Mr.Valaskakis.Everything that makes a city pleasant becomes a factor in people's and companies’ selection of o location.However, a city that is poorly managed and characterized by citizens who feel unsafe, pollution, and ethnic conflicts can quickly become a repellent in an increasingly competitive universe.REINVENTING MUNICIPAL GOVERNANCE The growth of local urban centres is taking place in a context where national governments are losing their power.Mr.Valaskakis identifies three directions in which the government's ability to intervene is headed: non-government players, companies and conglomerates; intergovernmental organizations vested with new powers and regional and metropolitan authorities that work in o spirit of collaboration.According to Mr.Valaskakis, urban centres represent a new source of power.“The global city seems to be increasingly emerging from urban atoms and national molecules.We will have to reinvent planetary governance at the municipal level in order to better benefit from the fruits of progress." 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