Rechercher dans la communauté

Alcan buyout called "economic suicide" for Canada Lynn Moore, CanWest News Service Published: Saturday, July 14, 2007 MONTREAL -- The proposed acquisition of Alcan Inc. by the London- and Melbourne, Australia-based Rio Tinto Group is a symptom of "economic suicide" underway in this country, Montreal billionaire and shareholder activist Stephen Jarislowsky said Friday. Others use less dramatic language as they engage in the hollowing-out-of-corporate-Canada debate but admit to growing concern over deals such as Rio Tinto's friendly $38.1-billion US bid for Alcan. The Montreal-based aluminum producer is the 10th company on the TSX 60 to be taken over, or poised to be taken over, by a foreign company in the past three years, Jarislowsky noted. Foreign takeovers are fuelling the Canadian dollar, which is "going through the roof" and contributing to the woes of Canada's exporting and manufacturing companies, he said. "I think the Canadian government is wrong to let any of the 60 biggest companies get taken over by foreigners," said the founder and chairman of Jarislowsky Fraser Ltd., which manages $60 billion in assets. The Conservative government's appointment of a panel to asses Canada's competition policy and foreign investment is akin to closing the barn door after the best horses have run away, Jarislowsky said. "Only the stupid horses are left," along with banks and companies that, for regulatory reasons, can't leave, he said. Ken Wong, an associate professor at Queen's University's business school, said there are few takers for unprofitable, poorly-run businesses, so it's not surprising the best companies are being bought. But while businesses are looking out for their own interests, someone should be considering the national good, particularly when resources or resource-dependent companies are concerned, he said. "I would be looking for certain signs that tell me that the merger or acquisition will be good for the country, not just the company" or shareholders, Wong said. Ottawa should ensure the long-term stewardship of resources is factored into the equation so that lost resources can be tabulated in much the same way lost jobs have been, he said. The Rio Tinto offer, unveiled Thursday, would see Rio Tinto Alcan with a head office in Montreal but its chief executive officer would report to Rio Tinto's CEO. Rio Tinto currently has its key aluminum and aluminum-related assets and offices in Australia. Rio Tinto Alcan would be "the new hub" of Rio's aluminum business, although investment in Australia "would not be diminished," Rio Tinto CEO Tom Albanese said at Thursday's press conference in Montreal. There would be some ebb and flow of employees between Montreal and Brisbane, Australia, but the employment levels in Montreal would remain as high, if not higher, he added. Descriptions like that make Concordia University finance professor Lawrence Kryzanowski uneasy because they remind him of what was said as Montreal head offices moved west when the separatist movement was gaining strength in Quebec. "It is clear when a company moves a head office; less clear is when a company moves key functions out," he said. "Smart companies will do that over time." The Royal Bank of Canada, for example, contends that it maintains a head office in Montreal but its corporate headquarters is in Toronto. "You can say you still have the head office here in Montreal but (what matters) is where the head office work is carried out. I would expect of lot of that to happen" with Rio Tinto Alcan, Kryzanowski said. Alcan "probably arranged the best deal for shareholders ... and Montreal," given the circumstances, Kryzanowski, an Alcan shareholder, said. The Rio Tinto Alcan office in Montreal "will be a divisional office at best," Jarislowsky said. One thing that helped tie Alcan to Canada were agreements between it and the governments of B.C. and Quebec that were linked to long-term, low-cost energy supplies for the aluminum producer, Kryzanowski said. "If it wasn't for the agreements they had in both Quebec and B.C., I think the head office would probably move," he said. The Quebec deal, signed last December just before Alcan announced a $1.8-billion US investment in the Saguaenay, requires that Alcan maintain in Quebec "substantive operational, financial and strategic activities and headquarters ... at levels which are substantially similar to those of Alcan" at the signing of the agreement. Now it's up to Quebec and other interested parties to "be vigilant" and ensure that the deal is honoured, Kryzanowski said. Quebec will have to decide how best to measure Rio Tinto Alcan's presence in Quebec, based on what it most values, be it payroll numbers, new products development or research-and-development money spent, Wong said. Montreal Gazette lmoore@thegazette.canwest.com

Les gens viennent au centre-ville pour s'y établir et y vivre. On voit donc de plus en plus de tours d'habitations. Mais une des raisons pour lesquelles on planifie moins de grandes tours à bureaux est illustré dans l'article ci-dessous. Dell Wants Half of Employees Working Remotely By 2020 Yahoo CEO Marissa Mayer in February generated a lot of attention when the company announced that employees could no longer work from home and had to come into the office. Mayer and other Yahoo officials said it was the right move for the company, arguing that Yahoo needed to improve communication and collaboration among employees, and that it was difficult to do without having the employees under the same roof. The decision went against the trend toward telecommuting—particularly in the tech sector—and was furiously debated, with critics saying that telecommuting boosted worker productivity, made for more satisfied employees, was a good recruiting tool, saved companies money and helped the environment. It also reportedly has engendered some anger from Silicon Valley residents, who say Yahoo's decision and similar ones by other tech vendors like Hewlett-Packard are key contributors to a worsening traffic situation in the area, according to Business Insider. However, Dell is laying out a plan to get half of its workforce to work remotely at least part of the time by 2020, which officials said will reduce the vendor's expenses while helping out the environment. The effort around increased telecommuting is one of more than two dozen goals outlined in a recent report by the newly-private Dell—called the "2020 Legacy of Good" plan—that officials are aiming for over the next six-plus years to reduce the company's impact on the environment. Other goals range from ensuring that 100 percent of Dell packaging is made from reusable or compostable materials, phasing out "environmentally sensitive materials" (such as mercury and berylium) as viable alternatives hit the market, getting 75 percent of employees involved in community service, and diverting 90 percent of all waste generated by Dell buildings away from landfills. Dell already offers flexible work schedules through its Connected Workplace program, through which 20 percent of employees telecommute, work remotely or have variable work times. Trisa Thompson, vice president of corporate responsibility at Dell, told Houston television station KVUE that having 20 percent of the company's 14,000 employees at Round Rock, Texas, saved Dell $14 million in 2012 and reduced CO2 emissions by 6,735 metric tons. Increasing the number of telecommuters and remote workers to 50 percent could result in more than 7,000 cars being taken off area roads, Thompson said. "Technology now allows people to connect anytime, anywhere, to anyone in the world, from almost any device," the Dell report reads. "This is dramatically changing the way people work, facilitating 24x7 collaboration with colleagues who are dispersed across time zones, countries and continents. Dell is a global technology leader, so our team members should be able to take advantage of the flexible work opportunities that our own products and services create." The company also has begun offering consulting services to customers looking to create similar flexible work schedules using Dell technology and expertise. According to the market research firm Global Workplace Analytics, telecommuting and remote working is becoming increasingly popular, with 3.3 million people in the United States—not including the self-employed or unpaid volunteers—saying their home is their primary place of work. Regular telecommuting grew by 79.7 percent between 2005 and 2012, and should grow to 3.9 million workers by 2016, according to the firm. Sixty-four million U.S. employees—about half of all workers in the country—are in a job that is compatible to telecommuting and remote working at least part of the time, Global Workplace Analytics reported. According to a March report by Staples Advantage, the B2B unit of retail chain Staples, 93 percent of employees surveyed said telecommuting programs are benefitting both them and their companies, and 53 percent of business decision makers said telecommuting leads to more productive employees. In addition, 37 percent of employers reported a drop in absenteeism, while 48 percent of remote workers surveyed said they are less stressed. However, there also were concerns: 59 percent of telecommuters don't use their company’s data backup system, putting sensitive information at risk, and 33 percent of employees said dealing with IT issues is one of the most difficult aspects of working from home. http://www.eweek.com/mobile/dell-wants-half-of-employees-working-remotely-by-2020.html#!

Here's some of my stock pick(s) ASTI (US) — Solar AGU — Agricultural CUM — Copper CRESY (Argentina) — Agricultural BAA — Mining LMA — Mining PPX — Thermal HDY (US) — Oil VRX — Pharmaceuticals UEC (US) — Uranium TKO — Mining Most are under $10. PPX, is currently trying to be bought up by another company. Hopefully that wont fall through.

Montréal (Québec), le 24 janvier 2012 –Alors que C2-MTL s’apprête à réinventer la conférence d’affaires, les organisateurs sont heureux d’annoncer l’ajout de trois nouveaux conférenciers de calibre international à la liste des intervenants qui prêteront leur immense talent à l’événement prévu du 22 au 25 mai prochain. Il s’agit du chef de la direction financière de Google, Patrick Pichette, du directeur de la création de DreamWorks, Bill Damaschke et du cofondateur et architecte principal de MVRDV, Winy Maas. L’équipe est également heureuse d’annoncer la participation de Teressa Iezzi (rédactrice en chef de Co.Create et membre de l’équipe de rédaction chez Fast Company Online), Mitch Joel (auteur et président de Twist Image) et Laurent Simon (professeur agrégé en gestion, HEC Montréal MosaiC), qui font maintenant partie de la liste préliminaire des panélistes. Ces penseurs et acteurs de renommée internationale se joindront à une impressionnante liste de conférenciers, parmi lesquels le réalisateur Francis Ford Coppola, l’ancien président directeur général de Disney, Michael Eisner, la rédactrice en chef de AOL Huffington Post Media Group, Arianna Huffington et le rédacteur en chef de Fast Company, Robert Safian. La liste complète des conférenciers est disponible à c2mtl.com/fr/les-conferenciers. Imaginez une conférence d’affaires… autrement Le sujet de la créativité se devant d’être abordé de manière créative, les organisateurs de C2-MTL s’apprêtent à réinventer l’expérience de la conférence d’affaires. Leur approche sans précédent se traduira entre autres par une contribution inédite du Cirque du Soleil, partenaire créatif de l’événement, un Boot Camp de création, des discussions personnalisées, du contenu évolutif, des conférences multimédias, une exposition immersive, des espaces conceptuels et des ateliers expérientiels destinés à invoquer la collaboration et enflammer la créativité. Le tout se déroulera dans un « village d’innovation » pour lequel le complexe patrimonial industriel New City Gas et ses alentours seront entièrement restaurés pour être transformés en un véritable carrefour créatif conçu spécialement pour l’événement. « Préparez-vous à être surpris », de prévenir le président et chef de la direction du Cirque du Soleil, Daniel Lamarre. Les participants auront aussi à leur disposition une série d’outils et ressources interactifs, dont une application mobile conçue exclusivement pour C2-MTL. Cette application permettra à une équipe éditoriale présente sur les lieux d’organiser et de personnaliser le contenu des conférences en temps réel et d’offrir aux participants des résumés journaliers personnalisés, enrichis de contenu et de suggestions supplémentaires destinés à alimenter la réflexion. Et bien sûr, l’ADN créatif de Montréal ne manquera pas d’être mis à contribution à travers un programme de divertissement sans précédent, comprenant notamment festivités nocturnes percutantes, expériences gastronomiques surprises et autres performances spectaculaires –après tout, nous sommes à Montréal ! http://c2mtl.com/fr/nouveaux-conferenciers-2012-01/ http://c2mtl.com/fr/les-conferenciers/

Reclusive billionaire Robert Miller built a business empire far from the public eye. Now, a bitter divorce has thrown his legacy into question. By Joe Castaldo From Canadian Business magazine, September 27, 2010 http://www.canadianbusiness.com/managing/strategy/article.jsp?content=20100927_10022_10022&page=1 To say Robert Miller is a reluctant interview is a grand understatement. He has avoided attention his entire career, and there are no doubt countless activities he would much rather be doing right now than standing in his opulent office with a reporter. He has previously given a single media interview since co-founding Future Electronics Inc., a multinational distributor of electronic components based in Pointe-Claire, Que., that generates nearly $4 billion in revenue each year. Miller is the sole owner. He has never authorized a picture of himself to be published, and his name is rarely, if ever, attached to his extensive charity work. Miller does not do public appearances. He will never be seen at a ribbon-cutting ceremony or posing with an oversized novelty cheque. His desire for privacy has been his most identifiable trait — aside from his wealth. This magazine estimated his net worth last year at $1.19 billion. Forbes magazine valued him at US$2.5 billion. In the absence of any visible public image, the one surrounding Miller is that of an eccentric billionaire recluse. But now he has welcomed a reporter into his office, extending a large hand and wearing a warm smile. He is a tall, lanky man with a slightly stooped posture, sporting a pair of chunky black orthopedic shoes and rimless glasses. At 65, his hair is tinged with grey. He says he would like to write a book about Future Electronics some day. "It's an amazing story," he says in a gravelly baritone. "It could fill 600, 700 pages." The meeting comes at a time when the comfortable, profitable obscurity in which both Miller and his company have operated is threatened. He is in the midst of a long-running and acrimonious divorce proceeding with his ex-wife, Margaret Antonier, which has thrown this most private of men and his business empire into an unflattering spotlight. The pair was married for nearly 38 years before Miller filed for divorce in 2005. Assets likely totalling hundreds of millions of dollars, if not billions, are at stake, but the exact details of the proceedings are sealed in a Montreal court. The legal battles do not end there. In June, Miller filed lawsuits in Florida and Montreal against Antonier and the real estate development company they co-own, Miromar Development Inc. He is alleging Antonier and another executive are shutting him out of the company, and have even siphoned money from the firm. Antonier's lawyers, meanwhile, have accused Miller of "horrendous personal behaviour," the specifics of which are outlined in a filing Miller's lawyers have requested the court keep sealed. A Florida newspaper picked up on the case, followed by the Journal de Montreal, which splashed a picture of Miller across its front page, the first photo of him ever published. What it all means for the business empire he built remains to be seen. For Miller himself, it means reluctantly inching from the shadows to take hold of his public image. But that image is anything but simple. Current and former employees — even competitors — describe him as a genius and a visionary. Everything about him, from the way that he operates his company and interacts with employees to the many varied causes he supports (cryogenics research, for one) contribute to the image of a tycoon unlike any other. The more he reveals, the question "Who is Robert Miller?" becomes all the more difficult to answer. The basic biographic details are simple enough: Miller was born in 1945 and raised in Montreal, and later studied at what was then called the Rider Business College in New Jersey. He worked as a radio disc jockey in New Jersey in the 1960s, where his music program, The Bob Miller Show, aired three hours a day during the week and six hours on Sundays. He moved back to Montreal and joined a small wholesaler called Specialty Electronics. Owner Ben Manis, an acquaintance, hired him. Miller threw himself into the job and became close with Manis's son, Eli, who also worked at Specialty. But the younger Manis eventually had a disagreement with his father and left the company. Miller suggested he and Eli go into business for themselves. In 1968, they started Future Electronics out of a small rented office in Montreal. They essentially acted as middlemen, buying obscure electronic parts from component manufacturers and selling them to makers of finished products, ranging from consumer goods to industrial equipment. Manis says he came up with the name. "I just sort of said, let's forget the past. Look to the future," he says. The company grew steadily, and Miller proved to be a workaholic. To Manis, who didn't share his partner's devotion, it wasn't evident Miller had any outside interests. "Something came into his head, and he said, 'What do I need him for?'" Manis recalls. In 1976, Miller bought his partner's half of the company for $500,000. Future operated differently nearly from the start. Distributors in this industry are essentially stores for electronic components, but typically try to limit their inventory, reducing costs and risks. Component prices are volatile, and no one wants to sell product at a loss. Instead, Miller bought large quantities of components when they were cheap. He then charged a significant markup selling to equipment manufacturers when demand hit. Put crudely, Miller made his name as a speculator in electronic parts, and he's an exceptionally gifted one. One former vice-president who asked to remain anonymous recalls only one slip-up in his 15 years at the company, and there were consequences. "Some people were demoted," he says. Miller is often credited with having an intuitive sense of the market, but his moves are based on excellent intelligence. He got to know many of the executives at component makers in part to find out where manufacturing would be constrained. "Just through networking, he got a feel for what commodities would be hot," says the former VP. Holding inventory has another major advantage. "We became known for being the one place you could go to and always find product," says Gregg Smith, another former vice-president, adding that was how Future won new customers. The model works because Future is privately held. Building out the infrastructure to hold loads of inventory is expensive and tough to justify to shareholders. So too are speculative bets. But as the sole proprietor, Miller is accountable only to himself. Today, the product marketing department, mostly housed at headquarters, is the heart of the company. The department buys from suppliers and sets resale prices for Future branches across the world. Competitors assign product marketers to work with specific suppliers, but Miller turns the model on its head. His employees focus exclusively on a component group, becoming experts able to see trends in the market for specific parts. The job is demanding. "The phone is ringing non-stop," recalls a former employee. "It would be usual to have three or four lines on hold while taking another call and trying to close a deal." The pace takes its toll on some. One former employee recalls developing migraines, another, stomach pains. (Future has a medical clinic on-site). Lindsay Blackett worked at Future for six years in sales and marketing, and is now Alberta's culture minister. "Politics, people think it's hardball. But it's nothing compared to Future," he says. In the 1990s, when Blackett worked at Future, Miller would call up individual workers on the floor to inquire about particular deals. "That could be very intimidating, or very rewarding," he says. "He knew what everyone was doing in that building." Competition thrives at Future, which not everyone can handle. "Robert Miller sat on a cloud like Zeus and said, 'Go at it, boys,'" recalls the former VP. "He saw that through confrontation, people would excel." Those who do perform rise quickly through the ranks, and salespeople can make hefty commissions. More than 10 years ago, Future bought massive amounts of tantalum capacitors, used in mobile devices, before the wireless boom hit. When it did, supply was scarce — except at Future. The company sold millions of them a month with a markup as high as 2,000%. Gross profits were so large that for a couple of years, Miller held monthly meetings with sales staff in the auditorium. He handed out their commission cheques individually, from smallest to biggest, announcing the sum for all to hear. The largest topped six figures. Those at the bottom were driven, not only by the desire for bigger commissions but out of embarrassment, to make more and bigger sales. Employees who have little interaction with Miller tend to regard him with a mixture of apprehension and awe. Spotting their boss loping through the hallways is akin to a celebrity sighting. Usually the only opportunities for many to lay eyes on their leader are the addresses he gives roughly once a quarter. He'll often speak for well over an hour, sometimes two. "I always say the intellectual property for Future Electronics is Robert's brain," says Lindsley Ruth, a corporate vice-president. Even employees many years removed from the company still respectfully refer to him as Mr. Miller. Those who work more closely with Miller say he offers plenty of encouragement and room to be entrepreneurial. A few years ago, Jamie Singerman, currently a corporate vice-president at the company, was rolling out a new division called Future Lighting Solutions, which is focused on the LED market. Future didn't have expertise in that area, and building it up required lots of investment. "I went in with a presentation," Singerman recalls. Miller didn't look at it and instead asked if it was the right thing to do. "I said yes, and he said, 'Done.'" Miller is sometimes unpredictable, however. A few years ago, some of the product specialists in Montreal were told not to come in for a month to allow their managers to fill in and become more knowledgeable about the parts the company was dealing with. A former product specialist says many of his colleagues felt they would no longer be needed, and started looking for other jobs. The managers, meanwhile, were overworked and started polishing up their resumés, too. "If the exercise was a natural culling exercise," says the former employee, "it worked." The first time people outside the industry heard of Future Electronics or Robert Miller came on May 7, 1999, when some 30 RCMP officers, in the presence of an FBI agent, raided corporate headquarters. They toted away dozens of boxes of material for reasons officials would not disclose. The company's lawyers successfully fought in court to keep investigators from looking at the seized material, arguing the search was unjust. After six months of media lawyers wrangling in court, the search warrant detailing the reason for the raid was unsealed by the Supreme Court of Canada. The U.S. Department of Justice alleged Future was defrauding a handful of U.S.-based suppliers out of approximately US$100 million a year. The company was accused of maintaining two sets of accounting records — one real, one false — and only Miller and select executives, dubbed the A-Team, had access. The false records were allegedly used to take advantage of debits and rebate programs from suppliers so that Future could pad its margins. Miller never spoke to the press, but Future issued statements denying any wrongdoing and calling the allegations "absurd." There were also whispers the whole investigation was sparked by disgruntled ex-employees, and based on a misunderstanding of how the distribution business worked. More than a year later, Future's lawyers succeeded in quashing the search warrant that justified the raid, and the seized material was returned without having been examined. Nearly three years after the initial search, the U.S. Department of Justice dropped its investigation entirely. Neither that investigation nor anything else has kept Miller from expanding his company to become the fourth-largest electronics distributor in the world. Future Lighting Solutions is booming, scaling up from virtually nothing in 2004 to nearly $350 million in revenue today. The division, which doesn't simply distribute parts but works with customers to meet specific lighting needs, could some day rival the size of the components business. The company is also re-launching a division called Future Active Industrial that focuses on the countless smaller customers generally ignored by larger distributors. The beneficiaries of Future's success spill far beyond the company's headquarters. Miller committed years ago to giving away more than half his earnings to charity. Much of it goes to employees and their families. Miller receives many letters from employees seeking help, often for medical issues. Gina Galardo joined Future 17 years ago as an administrative assistant, but over the years, fielding these requests eventually took over her job. Lori-Ann MacDonald was brought on six years ago to assist. In an interview in a Future boardroom, they explain that when a letter comes in, they conduct research to find the best doctors or specialists, book appointments, provide moral support or anything else that needs doing. Miller has a deep interest in medical research with extensive connections in the community, and can usually immediately recommend a doctor or clinic. He has paid for expensive medical procedures for countless employees, and finds time for hospital visits and phone calls. "Should we get the binders?" MacDonald asks. She makes a phone call, and two other assistants enter, each with two five-inch-thick binders in their arms. The binders are brimming with letters and thank-you cards from employees, organized alphabetically by name. Galardo and MacDonald are soon lost recounting the stories on each page. There is even a section on Ben Manis, the man who hired Miller at Specialty Electronics back in 1967. Manis is in his mid-90s today. Miller employed him at Future for a time and set him up with an apartment across from headquarters. He now supports Manis's accommodations in a seniors' residence, and has allotted money for his funeral. The two have lunch plans for Manis's 100th birthday, however. "I think this sums up Mr. Miller," Galardo says, turning the page. The allegations being made in a Florida civil court against Miller by his ex-wife stand in stark contrast to the benevolent man who never says no to a worthy cause. Miller married Margaret Antonier in 1967. They had two sons, and Antonier remained an active businesswoman. She originally worked in radio advertising, and in 1988, Miromar Development Inc. was formed and received financing from Future Electronics. Miller and Antonier each own 50% of the real estate firm, and Antonier serves as chief executive officer. "I have learned the business from the ground up," Antonier wrote in response to e-mailed questions. "I am pretty hard on myself when it comes to succeeding." Miromar built Canada's first outlet mall, in Montreal, and in the mid-1990s, began developing properties in Lee County, Fla., including an 1,800-acre residential resort with a private beach and golf course. Employed at Miromar was Robert Roop, who had worked at Future for 20 years prior. He served as the company's chief financial officer at the time he resigned and moved to Florida to work at Miromar with Antonier. The lawsuit against the firm states Antonier and Roop became "romantically involved," but does not specify when. In 2005, for reasons that remain under seal in a Montreal court, Miller filed for divorce. Antonier's lawyers in Florida say she filed a demand in the divorce proceeding for Miller's stake in Miromar, a company "she created and operated for decades," be transferred to her and that loans owed to Future Electronics by Miromar be forgiven. Miller sought a valuation of Miromar's assets, and in 2008, he filed a lawsuit in Florida to get access to its corporate records that he was allegedly being denied. The case plodded on until February, when Miller voluntarily dismissed it. But in June, Miller filed new lawsuits in Florida and Montreal, including a declaration from Frank Holder, a senior manager at a forensic consulting firm hired to probe Miromar. Holder concluded Antonier and Roop are violating Miller's rights as a shareholder and director in Miromar by excluding him from the company, and refuse to provide full access to corporate documents. He also claims to have discovered Antonier and Roop engaging in "various acts of misconduct, including theft and diversion of corporate funds." Miller is seeking for a receiver to be put in place. Lawyers for Antonier in Florida refute all of the charges and dismiss Holder's account as baseless, arguing criteria for installing a receiver have not been met. They also contend the suit is designed to delay the divorce proceedings, alleging "wrongful acts" on Miller's part and arguing he has a "desperate desire to avoid the consequences of the Canadian divorce proceedings." That case is sealed, and it is unknown what either party is seeking in those proceedings. None of the allegations in the Miromar litigation have been proven in court, and neither side will comment on the cases. But the disputes and the resulting publicity cut very close to the bone for Miller. Not even during the three-year-long ordeal with U.S. authorities did he speak with reporters. But after researching Future Electronics for weeks, this magazine received a call from the company's general counsel with an almost unprecedented invitation: Miller was willing to sit down and talk. Miller is reticent to say too much about himself or the company. He wants to save the best material for the book. But he has agreed to an interview, provided it is not recorded. Similarly, he would not pose for a photograph. He certainly is not afraid of the camera, however. Hanging on the wall opposite his desk are two huge portraits, one of Miller solo in a suit, another of him shaking hands with Quebec Premier Jean Charest. His aversion to published photographs, he explains, stems from his desire for security for himself and his sons. Miller speaks slowly, but has an intense manner. He leans forward when talking, his bushy eyebrows shooting up when he wants to emphasize point, and rarely breaks eye contact. He has a habit of saying whatever pops into his head. While making a point tangentially related to health, he offers that "I have colonoscopies with startling regularity." He also has a knack for numbers. He can remember exactly when Eli Manis phoned him to say he had quit Specialty Electronics: Nov. 20, 1968, at 4:45 p.m. The phone number at Future Electronics' first office? 418-7701. The number of stairs leading up to that office? Thirty-two. He politely deflects most personal questions. He is more comfortable expounding on Future's unique operating model — based on inventory and market research, rather than pipelining product. "It's so basic that it amazes me that our competitors don't recognize the benefit of having inventory," he says. "Inventory drives sales." He attributes much of the company's success to its privately held status. As a sole proprietorship, it can move much more quickly than its competitors. The fact that Miller doesn't have to answer to shareholders or a board of directors also allows Future to offer the longest customer payment terms in the industry, up to 180 days. "Our competitors can't compete with us. They would be clobbered if they did that," he says. The possibility of taking Future public has never seriously crossed his mind. Miller says he had no business mentors. "It all came to me. It's a gift. I just knew what to do," he says. A strange, metaphysical thread runs through some of his other explanations for his success. Take his work ethic. There was a time he worked 765 days in a row, without a day off, and rarely left the office before 11 p.m. He accounts for this drive by telling a story of walking the streets of Montreal once as a teenager and seeing a red Thunderbird convertible. He knew he had to have one some day. "I recall talking to myself. I said, 'Boy, you're really special.' I think that was a real turning point." He pauses. "But I had just been swimming, and I later read swimming releases endorphins. It's a natural high." He reached another turning point in the early-1970s, when his motivation shifted from material wealth to something larger. When one of his acquaintances passed away, Miller was one of only three people to attend his funeral. "I didn't want that to be me," he says. Charity took on a greater importance from that moment. In fact, growing Future's profits in order to have more money to give away is his primary motivation. "I believe you give till it hurts," he says. Talking about specific causes would take hours, he adds, but he does tell a story of a former employee diagnosed with cancer. Miller sent her to a specialist and ultimately paid hundreds of thousands of dollars for her treatment. "Your encouragement ... for treatment gave me the last three years of my life," she wrote to Miller in a letter delivered after her death in 1995. Nearly all of his charity work has been done anonymously. "I'm not seeking attention," he says. The one area to which Miller's name has been attached is cryogenics research. The Alcor Life Extension Foundation in Arizona has even described Future Electronics as its greatest benefactor. "These people are doing so much," he says. "They're pure, pure people." There have long been rumours Miller will have himself cryo-preserved when he dies. "I'll leave it to my sons to decide," he says. He is in good health today, though. In fact, he recommends the line of "life extension" vitamins marketed by the foundation. "They're the finest vitamins known to man," he boasts. "You should take them." After talking for a couple of hours, Miller signals an end to the interview. It's 10:30 p.m., and he's been awake since five in the morning. He walks to the door, again proffering his hand and a smile. There are still many unanswered questions: the backstory to all of the legal proceedings, what he has in store for Future, and whether his new-found openness will last. But he's closed the door. We'll have to wait for the book.

`We are happy to return to Newark because it is an important connection to the Polish community... says Rafał Milczarski, (LOT’s CEO) Soon LOT is going to announce more new destinations... “As new long-distance flights are launched, the number of short-distance flights, especially from the Central and Eastern Europe, is going to go up as well. The company estimates that in 2020 it will operate a total of approximately 70 aircraft, including 16 Dreamliners … We also expect the delivery of two new Boeing 787 Dreamliners. The above are selected excerpts from the LOT`s CEO speech announcing the new Newark flight. He implies strongly that there will be additional long-distance launches. It is also clear that they are rapidly increasing their number of Dreamliners. Does this mean that YUL is still on their list for the near future?

On fait le vide !

I have it from a very good source. My cousin who works for a major glass curtain wall company in Monteal was at my home last week and he gave me a scoop.The company is presently working on windows for the new additions at P.E.T. and apparently sometime in 2016 a new project to replace the 50 + year old windows on the main building will be launched. I am hoping that he is right. :shhh:

http://www.newswire.ca/news-releases/115-new-jobs-created-in-greater-montreals-fintech-industry---iocs-opens-its-first-north-american-software-development-centre-in-montreal-577237671.html MONTRÉAL and LONDON, United Kingdom, April 27, 2016 /CNW Telbec/ - IOCS - the world´s first developer of multi-tenant, end-to-end e-commerce platform for the processing of complex agreements - has chosen Montréal to establish its first software development centre in North America. With the support of Montréal International, IOCS, which is growing at an annual rate of 100%, will pursue its ambitious expansion strategy using Québec's metropolis as a springboard. The company plans to create a team of over 115 highly skilled employees in Montréal within the next three years.

Ce projet va renaitre de ses cendres (en partie), via un autre promoteur Simon Property Group, Calloway REIT, and SmartCentres Announce Second Premium Outlet Center® in Canada to Serve Montreal Area INDIANAPOLIS, May 21, 2012 /PRNewswire/ -- Simon Property Group, Inc. (NYSE: SPG), the world's leading retail real estate company, Calloway Real Estate Investment Trust ("Calloway") (TSX: CWT-UN) and SmartCentres announced plans to develop their second Premium Outlet Center® in Canada. The center will be located in the Town of Mirabel, Quebec, approximately 20 miles north of Montreal. The project, called Montreal Premium Outlets®, is a joint venture between Simon, Calloway and SmartCentres. Simon will own 50% of the project. The Mirabel site is located on Highway 15 at Notre Dame Street. Phase 1 will be comprised of 350,000 square feet of gross leasable area and 80 stores. Construction is expected to begin in 2013. The first Simon and Calloway project, Toronto Premium Outlets, located in the Town of Halton Hills, is currently under construction and on schedule for a summer 2013 opening. "Due to the strong response to our first announced project in the Toronto area, we are excited to now bring the Premium Outlets branded concept of upscale outlet shopping to the Montreal area," remarked John R. Klein, President of Simon's Premium Outlets platform. "We are pleased to quickly expand our presence in Canada and our partnership with Calloway and SmartCentres to develop another first-class project." "Opening a new Premium Outlet Center in the Montreal area will help fulfill the merchant demand for growth in Canada while providing economic benefits in and around Mirabel," said Al Mawani, CEO of Calloway. "With more than four million residents in the area, we look forward to bringing a high-quality outlet shopping experience to the region." "We're pleased to be partnering with Simon Property Group, the world leader in the shopping and outlet center business. We are excited about bringing many new international designer brands to the Canadian consumer at affordable prices," said Mitchell Goldhar, CEO of SmartCentres. "I am delighted with this decision to develop a portion of the Lac Mirabel lands and welcome Premium Outlets to our city," said Hubert Meilleur, Mayor of the City of Mirabel. "They can count on the City's full cooperation in seeing this new project through to its successful completion. Being the first in Quebec to have a Premium Outlets concept is something for us to be very proud of." Simon Property Group's outlet portfolio comprises 70 Premium Outlet Centers® including 57 in the United States, one in Puerto Rico, eight in Japan, two in Korea and one in Malaysia and Mexico. Premium Outlet Centers in the United States are located primarily in or near major metropolitan markets such as New York, Los Angeles, Boston and Chicago and visitor markets such as Orlando, Las Vegas and Palm Springs. Premium Outlets properties are distinguished by their unparalleled mix of leading designers and name brands selling direct to consumers at significant savings with each being an architecturally distinct village setting with charm and ambiance. About Simon Property Group Simon Property Group, Inc. (NYSE: SPG) is an S&P 100 company and the largest real estate company in the world. The Company currently owns or has an interest in 337 retail real estate properties in North America and Asia comprising 244 million square feet. We are headquartered in Indianapolis, Indiana and employ approximately 5,500 people in the U.S. For more information, visit the Simon Property Group website at http://www.simon.com. About Calloway Calloway is one of Canada's largest real estate investment trusts with an enterprise value of approximately $6 billion. It owns and manages approximately 26 million square feet in 118 value-oriented retail centres having the strongest national and regional retailers, as well as strong neighbourhood merchants. Calloway's vision is to provide a value-oriented shopping experience to Canadian consumers. For more information on Calloway, visit http://www.callowayreit.com. About SmartCentres A privately held Canadian company, SmartCentres has developed more than 200 shopping centres in communities big and small, and operates in every province. SmartCentres is committed to bringing value to Canadian communities through the efficiencies of unenclosed shopping centre formats each adapted to the market in which it is located. For more information on SmartCentres, visit http://www.smartcentres.com. http://phx.corporate-ir.net/phoenix.zhtml?c=113968&p=irol-newsArticle&ID=1698130&highlight= SOURCE Simon Property Group, Inc.

Here are some examples that show US based companies that have retail stores in Québec, but don't rush (if at all) to translate their online sites, probably because of the relatively small population base in Quebec vis à vis North America. In the meantime we are cut off from ordering online. http://montrealgazette.com/business/local-business/retail/blocked-in-quebec-u-s-stores-shut-down-english-only-web-sites-when-they-open-here Blocked in Quebec: U.S. stores shut down English-only web sites when they open here EVA FRIEDE, MONTREAL GAZETTE More from Eva Friede, Montreal Gazette Published on: November 12, 2014Last Updated: November 12, 2014 5:20 PM EST Many retailers have closed their sites to Quebec traffic due to language restrictions. As the invasion of U.S. retailers continues and as the Internet increasingly becomes the marketplace and the research centre of consumers, some Quebecers are getting unpleasant surprises: some companies have blocked access to their websites here either because they have voluntarily complied with the French Language Charter or because they have received a notice from the Office québécois de la langue française. The latest sites to shut down are Williams-Sonoma, West Elm, Pottery Barn and Pottery Barn Kids, all part of the same San Francisco-based company and all arrived in Quebec within the last two years. The sites shut down on Oct. 22, according to a company spokesperson. But a quick survey shows many prominent U.S. retailers with brick-and-mortar stores in Quebec continue to operate English-only shopping sites here. The probable reason: the Office québécois de la langue française, charged with ensuring that Quebec’s French Language Charter is respected, sends notices to retailers only if complaints are filed, said spokesman Jean-Pierre Le Blanc. The Williams-Sonoma spokesperson confirmed in an email that the brands have ceased e-commerce activities in Quebec for an undetermined period in order to comply with Quebec language regulations. The home pages and other information pages are available in English only, but clicking on the shopping link takes you to a redirect loop. “We are actively working with the stores in order to find ways to continue to make the shopping experience memorable for our Quebec customers,” the spokesperson wrote. BCBG, Club Monaco and Urban Outfitters are among other retail brands that block access to shopping or to their entire sites in Quebec. Urban Outfitters and Anthropologie, part of the same Philadelphia-based company, blocked access to their websites when they opened stores here. Anthropologie, which opened in Montreal in late 2012, launched its French website 13 months later. Urban Outfitters remains blocked. But Free People, also part of the chain, does not have a store here and the site is accessible, either for research or Internet sales. Similarly, Club Monaco shut its site in Quebec when it launched an online shopping site. A visit to its home page invites customers to visit its store, which is soon to expand and move to a prominent location at Ste-Catherine St. W. at Metcalfe, from Les Cours Mont-Royal. Founded by Canadian Joe Mimran in Toronto in 1985, Club Monaco is now owned by Ralph Lauren and headquartered in New York. sent via Tapatalk

Not a good day for retail! http://ottawacitizen.com/business/local-business/sony-announces-it-will-close-all-sony-stores-in-canada Sony Corp. will close all 14 of its Sony Stores across Canada as the company continues to struggle to reshape its business. The company made the announcement on Thursday in a memo to the employees of its stores — including its Ottawa location in the Bayshore Shopping Centre — telling them that the stores will cease operations within the next two months. The company confirmed the news in a statement released to The Citizen. “Over the next 6 to 8 weeks we are closing our Sony Stores in Canada and will redirect all of this business through our national network of Sony retailers, our online store … as well as through our Sony-trained Telesales team,” read the statement. “Our network of Sony authorized retailers offer a full range of Sony products and will be supported by our in-store Merchandisers and Product Trainers on an ongoing basis in order to ensure that our past customers have continued access to knowledgeable Sales consultants who can support their ongoing Sony electronics needs.“ The company’s news came on the same day that Target announced it would be shuttering all of its retail stores in Canada. Sony did not say how many jobs are affected by the decision. The closure comes as Sony is struggling to reshape its business amidst years of losses. For the current fiscal year which ends in March, the company is estimating a $1.9 billion (U.S.) loss. Within the last year the company sold its Vaio personal computing business and spun out its TV manufacturing operations. It is now reported to be considering exiting the TV business entirely. The company is also considering options for its lacklustre cellular phone division.

Made you click Molson Coors relocating headquarters to 1801 California in downtown Denver Molly Armbrister Reporter- Denver Business Journal Molson Coors Brewing Co. will relocate its U.S. headquarters next year to Denver's second-tallest building: 1801 California. The company (NYSE: TAP) has leased 53,872 square feet in the 54-story tower at 1801 California St., which was purchased and upgraded by Brookfield Office Properties Inc. last year. Molson Coors will renovate the office areas, located on the 45th, 46th and part of the 47th floors, beginning in the spring. The company expects to inhabit the new space in fall 2015. Molson Coors' HQ is currently located at 1225 17th St. in Denver. It also has headquarters space in Montreal. "We are pleased to be moving to 1801 California, which will allow us to maintain our headquarters presence in vibrant downtown Denver," said Sam Walker, Molson Coors global chief people and legal officer. "This new location enables us to bring together our offices and employees under one roof and remain in the heart of Denver's thriving business community." 1801 California was formerly occupied entirely by Qwest Communications, but now CenturyLink Inc., which bought out Qwest, occupies about 30 percent of the building's 1.3 million square feet. Brookfield has been working to fill the building since completing its renovations on the property in February. "We're thrilled to have Molson Coors' U.S. headquarters making its home at 1801 California, said David Sternberg, executive vice president for the midwest and mountain regions for Brookfield. "1801 California is an ideal setting for Molson Coors — a landmark location for one of Colorado's iconic companies and one of the world's leading brewers," said Ted Harris, senior vice president at Cassidy Turley, one of the brokers on the transaction.

Insurance giant wants to build Canadian operations with Standard's Quebec assets CBC News Posted: Sep 03, 2014 5:13 PM ET Last Updated: Sep 03, 2014 6:45 PM ET Manulife Financial Corp. says its life insurance division is buying the Canadian-based assets of Standard Life Plc for $4 billion in cash. The deal combines Manulife, one of the largest life insurance companies in the world with 84,000 employees, and Standard Life Canada, this country's fifth-largest insurer with 2,000 employees. "Several months ago, Standard Life decided to explore the sale of its Canadian operations through a competitive process," Manulife CEO Donald A. Guloien said. "We are delighted to be named the successful bidder." Standard Life provides long term savings, investment and insurance products to about 1.4 million Canadians, with $52 billion of assets under management. Manulife said it was particularly keen to acquire Standard Life’s Quebec assets. "One of the key reasons we were interested in this company is its people in Quebec. We want to increase our presence in the province and use the very talented employee base to grow and expand our business in Quebec, throughout Canada and indeed the world,” Guloien said in a statement announcing the deal late Wednesday. Caisse contributes to deal Manulife plans to pay for the deal with a combination of a public offering, a private placement, internal resources and possible future debt, it said. Later in the day, the Caisse de dépôt et placement du Québec, the Quebec provincial pension fund investment arm, announced a $500‑million equity investment in Manulife Financial to contribute to the financing of the acquisition. Manulife and Standard Life have previously collaborated in distributing investment products around the world, through a relationship between Standard Life Investments and John Hancock. Manulife said it would take 18 to 24 months to consolidate the new operations and it did not foresee any job losses in the near future. The company expects the deal to add three cents to its earnings per share every year over each of the next three years and to build earnings capacity beyond the 2016 core earnings target of $4 billion. The deal closes in the first quarter of next year, pending regulatory approval. http://www.cbc.ca/news/business/manulife-buys-standard-life-s-canadian-assets-for-4b-1.2754776

BBC News: 'Walkie-Talkie' skyscraper melts Jaguar car parts

Shows you where the money is going these days. Great looking skyscraper! Article on FP: http://business.financialpost.com/2013/07/04/telus-to-build-400-million-tower-in-calgarys-downtown/?__lsa=e9e9-144b

Nicolas Van Praet, Financial Post · Jun. 6, 2013 | Last Updated: Jun. 6, 2013 2:23 PM ET MONTREAL • Green Mountain Coffee Roasters Inc. is revamping its Canadian manufacturing operations in Montreal as investors savour a tripling in the company’s shares over the past year. The Waterbury, Vt.-based company, which bought Quebec coffee chain Van Houtte in 2010, will announce Friday a $40-million to $50-million investment to modernize its plant in Montreal’s Saint Michel neighbourhood with new packaging equipment, two sources said. More than 100 new jobs will be created in the move. It’s all part of a larger effort by Green Mountain Canada President Sylvain Toutant to fortify and grow the company’s presence in Montreal since the $915-million takeover three years ago. Building on initial moves to purchase property around the company’s Van Houtte coffee facility in the city’s north end and to occupy a new country head office, Mr. Toutant is now expanding the Montreal manufacturing operations. “This is really a great piece of news for a neighbourhood that badly needs it,” said Frantz Benjamin, the municipal councillor representing the district, adding the company’s modernization is only the first phase of what could be a larger economic development project for the neighbourhood. Related “In the medium term, we’d really like to develop an entire Quartier du Café (Coffee District) in the area,” anchored around Green Mountain, he said. Montreal has other geographical clusters of business activity, but this one in Saint Michel’s industrial district would be among the more remote. The coffee maker sought financial support from the Quebec government for the manufacturing modernization, which it is believed to have won. The funds would be used to add a production line in Saint Michel and diversify commercial activities, the company said in a filing with Quebec’s lobbyist registry. Shares of Green Mountain rose 3% to $74.68 in Nasdaq trading Thursday. They’ve more than tripled over the past year. In December, Mr. Toutant articulated a three-year plan for Green Mountain’s Montreal site to add 50,000 square feet of production space, boost the payroll by 150 workers to 1,000, and refurbish the roasting plant. The site currently encompases the head office, a roasting factory and two distribution warehouses. Green Mountain dominates the single-serve coffee market in the United States with its Keurig-brand coffee makers and K-Cup pods, making money from most of the coffee sold for those machines. The company lost more than two-thirds of its market value during the year ending last October, but has since staged a remarkable recovery, proving that despite the expiry of its K-Cup design patents it can still generate earnings growth. Green Mountain’s product innovation will be an important performance driver in the years ahead, Imperial Capital analyst Mitchell Pinheiro said in a research note Thursday, initiating coverage on the shares with an outperform rating and $95 price target. “We believe the company’s potential on the cold beverage side of the at-home beverage category could create an opportunity that is as large, if not larger, than its current coffee, tea and hot cocoa segment,” Mr. Pinheiro said, forecasting earnings per share growth of 15-25% over the next three years. http://www.nationalpost.com/Green+Mountain+boost+Montreal+operations+with+much+investment/8490304/story.html

U.S. firm plans private hospital in Griffintown Jason Magder Montreal Gazette Wednesday, February 06, 2008 An American company that specializes in medical tourism is planning to set up a private hospital at the southeast end of Griffintown. The company is hoping to occupy at least 24 stories of office space as part of a construction project planned for the area bordered by the Peel Basin and the Bonaventure Expressway. Roland Hakim, one of the developers, wouldn't reveal the name of the medical tourism company, but said the health complex would serve mostly people travelling to undergo medical procedures, such as knee and hip replacements, but could also serve people from this country. The hospital would have the same comforts as a four-star or five-star hotel, Hakim said. He added medical tourism is becoming very popular. People travel to undergo medical procedures, either because it's usually less expensive than doing it in their own countries, or they want to schedule a vacation around their recovery period. It would be part of a 2.8 hectare project that includes an intermodal station, for a planned tramway into Griffintown, as well as a train that is planned to link Montreal with the South Shore. The project also calls for a heli-port at the top of one of the towers where several helicopters can land. There would be a movie theater, shops, restaurants, conference rooms, office towers and a hotel. "It would be the first thing people see when they come to Montreal and we want it to be something nice," Hakim said. He said the first phase of the project, which includes the hospital, could be built in three years. However, Pierre Varadi, Hakim's partner in this project, and the president of Canvar, said nothing can be built before the Bonaventure Expressway is torn down and rebuilt at street level, a project still in the planning phase. "They say they will do it within four years, but I don't know if they will do it that quickly," he said. The development is one of many being planned for the area. Canada Lands is expected to present a proposal later this year to redevelop the defunct Canada Post sorting station. The massive project would cover about 11 hectares of land and would be built just east of the 10.2 hectare project proposed in November by the company Devimco. Hakim said development of Griffintown is inevitable. "The downtown core has to expand and the only place it can expand is further south," he said. "This will become the new downtown core."

http://www.montrealgazette.com/business/Language+debates+holding+corporate+plans+developer+says/8451858/story.html MONTREAL — Major corporations are putting expansion, relocations and long-term commitments on hold, because of the “unstable business environment” caused by the Parti Québécois hotly debated Bill 14, Jonathan Wener said Wednesday. “The market has definitely gotten softer and a lot of people are putting major decisions on hold. It’s basically a wait-and-see attitude,” the head of Canderel Group of Companies, a national real estate development and management company, said. Wener is the chairman and CEO of Montreal-based Canderel, which manages 9 million square feet of commercial space and has an additional 2 million square feet of residential development under construction nationally. “I think it is extremely unfortunate that we live in a society that has reduced itself to thinking it needs language police to preserve its culture — point final,” Wener told The Gazette, in a reference to the Office québécois de la langue française. “I’ve travelled a good chunk of the world and when I talk about the fact that we have language police in Quebec they laugh at me.” His comments come as the PQ is expected to put the bill to a second reading vote Thursday morning, despite widespread opposition from different groups and a Liberal filibuster. “It’s reawakened old memories which are just unfortunate because I really felt the most important thing to do was to get on with governing and improving the state of our economy, which needs a lot of work,” he said. A seventh-generation Montrealer, whose family first arrived in the 1860s, Wener is being honoured Thursday night for his support of the non-profit Segal Centre, North America’s second-largest bilingual multidisciplinary performing arts centre. The Segal Centre has a cultural — and not political — vocation. Despite Canderel’s offices in Canadian cities like Toronto, where it is building Aura, the country’s tallest residential skyscraper, the 38-year-old company still has its headquarters on Peel St. in downtown Montreal. While Wener’s personal views supporting English rights are well known, Canderel has worked on business ventures with partners of all political affiliations, including the Fonds immobilier de solidarité, which is controlled by the sovereignist-leaning Quebec Federation of Labour. Canderel and the Fonds are still looking for tenants to launch a two-tower office complex with 1.2 million square feet at the corner of Ste. Catherine and Bleury St. in Montreal’s Quartier des Spectacles. Wener said political uncertainty generated by proposals like Bill 14, may have softened, but not “depressed” a Greater Montreal real estate market. Until recently, the industry was breaking records for prices and new condo construction, at a time when former industrial areas like Griffintown and former downtown parking lots transformed with new developments. Indeed, the Bell Centre-adjacent Tour des Canadiens housing project that Canderel is developing with Cadillac Fairview Corp. Ltd. and other partners actually added two floors in January, after the original 48 storeys sold out at a pace that surprised Wener himself. “What I was surprised about is that we could do it as quickly as we did in Montreal. We had allowed for a year, we had allowed for millions of dollars in advertising that we never spent,” Wener said. “We were finished in virtually six to eight weeks.” alampert@montrealgazette.com Twitter: RealDealMtl

Statoil Fuel & Retail sells its Schweigaardsgate 16 property in Oslo 13 February 2013 – Statoil Fuel & Retail, a wholly-owned subsidiary of Alimentation Couche-Tard Inc. (Couche-Tard), sells its property at Schweigaardsgate 16, Oslo, Norway, together with the company’s planned European headquarters, to Entra Eiendom AS. Responsibility for building the headquarters is transferred to Entra Eiendom as part of the agreement. Statoil Fuel & Retail signs a long-term lease of the premises. “We are pleased with the agreement,” says Sonja Horn, project owner, Statoil Fuel & Retail. “Entra Eiendom is a solid, professional real estate developer who will add value both to the project and the local community. We look forward to moving into a modern, environmentally-friendly and flexible building, tailored to our needs.” Statoil Fuel & Retail’s strategy is to create value through real estate asset management. It is not strategically important for the company to own its planned European headquarters and the sale releases capital to be reinvested in the company’s core business. Statoil Fuel & Retail was acquired by Canadian company Couche-Tard before the summer of 2012. The company’s European headquarters will continue to be in Oslo and the new office building at Schweigaardsgate 16 will be shared with the company’s Norwegian business unit. The project to build the planned eight-storey building has the ambition to achieve “excellent” status according to the BREEAM classification system. To maintain the best possible sunlight conditions for Teaterplassen, the neighbouring square, some of the originally-designed volume has been redistributed, making the building appear to step down towards the square. The quality of the square will be improved when the building is finished. It will become about 25 percent larger than it is today and a new passage through the building will connect Teaterplassen with the adjacent Stasjonsalmenningen. Statoil Fuel & Retail has received the required building and demolition permits from the Norwegian Planning and Building Services (Plan- og bygningsetaten). Demolition of the existing building on the property begins this week. The company plans to move into its new headquarters in the first half of 2015. Statoil Fuel & Retail sells its Schweigaardsgate 16 property in Oslo

Cirque du Soleil’s Amaluna is performed in Old Montreal on Tuesday, April 24, 2012. Photograph by: Dario Ayala , Montreal Gazette MONTREAL - Quel horreur! It’s possible that the Cirque du Soleil may find its first permanent Canadian performance venue in Toronto rather than Montreal. According to stories published recently in the Toronto Star and the Las Vegas Review-Journal, MGM Resorts International, which is lobbying to get in on a proposed downtown Toronto casino, is hinting that it might include a permanent venue for Montreal’s Cirque du Soleil. This would be a huge blow to Quebec pride. Unless, of course, Cirque owner and adventurous billionaire Guy Laliberté appeases les gens de notre pays by completing a permanent venue for his billion circus here first — something he has been talking about doing for decades. The most recent Montreal rumours have to do with the Cirque’s acquisition of the Maison Alcan building on Sherbrooke St. Paul Godfrey, chair of the Ontario Lottery and Gaming Corporation as well as president and CEO of PostMedia (the company that owns the Gazette), says there is indeed substance to the rumour: “From what I understand,” he said Tuesday in an email response, “if MGM is chosen as the successful gaming operator, their facility would include a permanent Cirque facility. This is all subject to the city approving a casino in Toronto. I do know that from both MGM and Cirque.” Cirque du Soleil public relations director Renée Claude Ménard, too, confirmed the story Tuesday. “If MGM obtains something in Toronto,” she said, “we have confirmed that we would be their entertainment content provider. What it will be will be determined at a later date, but yes, we have of course confirmed our interest to our partner MGM.” When Alan Feldman, MGM Resorts senior vice-president of public affairs, visited Toronto last month to plead his case, he talked of a $4-billion resort that would include a 1,000-room hotel and create 8,000 jobs. The Las Vegas-based MGM is but one of several companies lobbying to run the proposed Toronto casino, which probably would be located at Exhibition Place, although other Toronto locations are being considered. Caesars Entertainment Corp., the company that runs Caesars Palace, the performing home of Céline Dion in Vegas, also wants in on the Toronto game. (There are, as yet, however, no rumours of a Caesar’s that would entice Dion to take up permanent residence in Toronto.) Godfrey has requested that the City of Toronto come to a decision on this matter by February 2013, hinting that the planned casino might find a better welcome outside the GTA area. Many Torontonians are opposed to the idea of a casino. Meanwhile, the James Cameron film Cirque du Soleil: Worlds Away just had its debut at the Tokyo International Film Festival last weekend. And here in Montreal, it has been announced that Cirque CEO Daniel Lamarre will be awarded an honorary degree by McGill University. pdonnell@montrealgazette.com © Copyright © The Montreal Gazette Read more: http://www.montrealgazette.com/life/Cirque+Soleil+might+permanent+Toronto+venue/7435689/story.html#ixzz2AE1Lxm7j

* J'en ferai la traduction bientôt! I've decided to take a lot of urban pictures this summer but instead of posting random pics, I thought it would be more interesting to present these pictures through an historical and architectural perspective. To be more coherent (and since it's a lot of work!!), I've decided to do it one street at a time. I thought it would be a great way to learn more about Canadian cities... I hope those interested in history as well as architecture will find this thread interesting!!! So, here is a great example: the St-Pierre street in Quebec City. As you can see on the following map, the surface area of the Old Port was very small in 1650 and the North part of St-Pierre Street was under water whereas the south part of the street was accessible. This situation has had a very interesting impact on the aspect of the street from South to North. http://www.mcq.org/place-royale/lieux.php?id=41#2 This is the beginning of the northern, more recent part of the street. The wave pattern on the ground symbolizes the fact that the St-Lawrence river used to reach this part of town. Place de la FAO par davidivivid, sur Flickr The street isn't very long, about 600 meters, yet it's influence on the City and the Province was very important. http://www.mcq.org/place-royale/en/lieux.php?id=38 Rue St-Pierre par davidivivid, sur Flickr Canadian Bank of Commerce, built in 1900. Also housed the American consulate in 1927. The fountain-sculpture in the form of the bow of a ship commemorates the 50th anniversary of the Food and Agriculture Organization of the United Nations (FAO), founded in Québec City in 1945. Bank of Commerce par davidivivid, sur Flickr Headquarters of the Dominion Fish & Fruit company built in 1912. It was the first real highrise in Quebec City. Dominion Building par davidivivid, sur Flickr This building, built in 1902, first housed the Quebec Stock Exchange. It later became a branch of the Hochelaga Bank (which later fusionned with the National Bank). Hochelaga Bank par davidivivid, sur Flickr The last two buildings have now merged to become the hotel Le Germain-Dominion. This is the flagship boutique hotel of the Germain hotel chain, which is becoming an household name in Canada. This particular hotel is often named "Best Hotel in Canada". Hôtel Le Germain-Dominion par davidivivid, sur Flickr Bank of British North America, now the office of a cruise ship company. Bank of British North America par davidivivid, sur Flickr Imperial Bank of Canada - opened in 1875. Imperial Bank of Canada par davidivivid, sur Flickr Imperial Bank of Canada par davidivivid, sur Flickr First branch of the Bank of Montreal besides its headquarters in Montreal - 1818 Bank of Montreal par davidivivid, sur Flickr This branch of the Bank of Montreal soon proved to be too small so a bigger building was built on the other side of the road. Bank of Montreal par davidivivid, sur Flickr Bank of Montreal par davidivivid, sur Flickr Headquarters of the Quebec Bank, founded in 1818 - second oldest chartered bank in Canada after the bank of Montreal. Moved to this location in 1862 and fusionned with the Royal Bank of Canada in 1917. Quebec Bank par davidivivid, sur Flickr The building is now a part of the Quebec Civilization Museum. I love how some of the stones of the first floor were carved. It gives great texture to the facade. Quebec Bank par davidivivid, sur Flickr Maison Estèbe http://www.mcq.org/place-royale/en/lieux.php?id=38#39 Maison Estèbe par davidivivid, sur Flickr The Estèbe House is now a part of Quebec's Civilization Museum (with its signature glass tower), designed by Moshe Safdie. Maison Estèbe - Musée de la Civilisation par davidivivid, sur Flickr Molson's Bank - now a cooking school! IMG_0679 par davidivivid, sur Flickr Telegraph Building built in 1856 by architects Staveley & Dunlevie. Quebec had been linked to Montreal by telegraph since 1847. The coat of arms above the entrance is that of the Great North Western Telegraph Company, which had its headquarters here for some time. Telegraph Building par davidivivid, sur Flickr Headquarters of the Quebec Assurance Company, the first insurance company in Canada. Building built in 1821 and now the Auberge St-Pierre, an hotel. http://memoireduquebec.com/wiki/index.php?title=Qu%C3%A9bec_(municipalit%C3%A9_de_ville)._%C3%89difices_publics Quebec Insurance Building par davidivivid, sur Flickr Compagnie d'Assurances de Québec par davidivivid, sur Flickr Ancient headquarters of the National Bank of Canada, founded in Quebec City in 1859. The bank moved to this building in 1862. The National Bank fusionned with the Hochelaga Bank in 1924 and its headquarter was moved to Montreal. It is now a popular 4 stars boutique hotel: Le 71. Hôtel Le 71 par davidivivid, sur Flickr It is one of my favourite building in Quebec City. I love how sleek it is, especially considering it was built 150 years ago. Hôtel Le 71 par davidivivid, sur Flickr Ancient headquarters of the Union Bank of Canada (founded in Quebec City), built in 1865. Merged with the Royal Bank of Canada in 1925. It is now the Institut de l'Energie et de l'Environnement de la Francophonie. Institut de l'Energie et de l'Environnement de la Francophonie par davidivivid, sur Flickr Merchants Bank of Canada - 1868. Fusionned with the Bank of Montreal in 1922. IMG_0707 par davidivivid, sur Flickr Banque du Peuple - 1880. Went bankrupt in 1895. Rue St-Pierre par davidivivid, sur Flickr South side of St-Pierre street. Buildings in this area are on average 100 years older than on the North side of the street. http://www.mcq.org/place-royale/lieux.php?id=38#3 General store of Joseph Drapeau, built in 1782. On this site used to stand the first general store in North America (built in 1659 by the Gagnon brothers). Magasin Général Joseph Drapeau - 1782 par davidivivid, sur Flickr Park of the UNESCO, commemorating Quebec City's status as a World Heritage site. Parc de l'UNESCO par davidivivid, sur Flickr Parc de l'UNESCO par davidivivid, sur Flickr IMG_0726 par davidivivid, sur Flickr Rue St-Pierre Sud par davidivivid, sur Flickr Finally, the end of the South side of the St-Pierre street. You can see the name of the street on the bottom right of the picture. Rue St-Pierre par davidivivid, sur Flickr Here is part of the street around 1899, just a few years after the electric tramways were installed. However, because of its importance, public transport was accessible through this street as soon as 1865. http://tolkien2008.wordpress.com/2010/04/17/photographies-de-quebec-1886-1910-par-frederick-c-wurtele/ Allright, that's it. Hope you liked the ride! Santé

Read more: http://news.nationalpost.com/2012/09/09/avro-arrow-redesign-pitched-as-alternative-to-f-35-stealth-fighter-jets/ We have the know how to build planes. Just look at Bombardier (they know how to build planes), true they never built a fighter jet before. We have CAE that can built the simulators (they already have government contracts), plus we have Pratt & Whitney. It would be interesting to see different parts of the Aerospace industry here in Quebec and Canada, come together and build something that can rival the F-35 or maybe even be more superior. I would rather see a Canadian built plane, protecting Canada

Read more: http://www.montrealgazette.com/news/Doors+slam+shut+Lowe+Rona/7019504/story.html#ixzz22Js017vJ I wonder what will happen. The only way Lowe's will not be able to buy Rona, is if the Quebec government buys up the majority of the shares on the market or buys the whole company. If the Government buys up Rona, we will have a new crown corporation on our hands.

imtl.com : http://www.imtl.org/montreal/building/Edifice-555-Rene-Levesque-Ouest.php This building was just purchased for 10 million by a company registered to David Hawrysh who also happens to be vice president of Canderel. The building and lot are actually evaluated at over 23 million. To Canderel, the building might be worthless though.