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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/

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.

http://www.montrealgazette.com/business/Deal+would+bring+Citytv+Montreal/6560252/story.html Rogers Media buys Montreal TV station Metro 14 By Steve Faguy, The Gazette May 4, 2012 9:36 AM MONTREAL - Citytv could be coming to Montreal soon. Rogers Media announced on Thursday that it had reached a deal to purchase Montreal multicultural television station Metro 14 (CJNT) from Toronto-based Channel Zero Inc. Rogers plans to turn CJNT into a Citytv station, expanding the national network’s presence. Citytv has stations in Toronto, Winnipeg, Calgary, Edmonton and Vancouver. The company also announced that it will sign long-term affiliation deals with three stations owned by the Jim Pattison Group: CHAT-TV in Medicine Hat, Alta., CJFC-TV in Kamloops, B.C., and CKPG-TV in Prince George, B.C. All three have been Citytv affiliates since 2009, and are, like CJNT, former members of the Canwest CH/E! network. Rogers also announced in January it would purchase educational regional cable channel Saskatchewan Communications Network from Bluepoint Investment Corp. and rebrand it as Citytv Saskatchewan. “Citytv, up until recently, has only been available in 7.2 million homes, and when we buy and produce programming, the cost of that is similar to what other networks pay when they buy national footprint rights,” Rogers Media president of Broadcast Scott Moore told The Gazette. “It’s essential for us to expand our footprint.” Though the new deals give Citytv good coverage west of Montreal, there are no stations east of the city. Moore said there are no specific plans for expansion into Atlantic Canada, but said it represented a gap in the network and “we’ll continue to work on that in the next six to 12 months.” The deal must be approved by the Canadian Radio-television and Telecommunications Commission before Rogers Media can take over. In the meantime, Rogers and Channel Zero have signed an affiliation agreement that will see Citytv programming on CJNT as of June 4. Citytv programs include American shows like New Girl, Modern Family and How I Met Your Mother, as well as original productions like Canada’s Got Talent and the upcoming The Bachelor Canada. Channel Zero president Cal Millar told The Gazette the station also will air some programming from Rogers’s OMNI network of ethnic stations. Channel Zero also owns CHCH television in Hamilton, Ont. It purchased CHCH and CJNT from Canwest for $12 in 2009 after the struggling company (which also owned The Gazette) decided to shut down its secondary network of conventional television stations. Moore said he would not comment about the purchase price, but joked that it was “more than double” the $12 Channel Zero paid for it. CJNT’s licence requires it to broadcast 14 hours of local ethnic programming each week and at least 75 per cent ethnic programming from 8 to 10 p.m. But after the sale from Canwest to Channel Zero, the station stopped producing its ethnic programming. It has since been airing reruns – some of them three years old – of its local ethnic shows. The rest of its schedule is made up of music videos, foreign films and some low-rated U.S. programming whose Canadian rights haven’t been scooped up by CTV, Global or Citytv. Moore did not comment on any changes Rogers might propose for CJNT’s licence, or whether it would even continue to be a multi-ethnic station. “We’ll be spending the next couple of months in Montreal, speaking with stakeholders in the community,” he said. As far as local programming, Moore said it was still too early to tell, but it was unlikely the station would produce a daily newscast. “I don’t know that Montreal needs another English-language supper-hour newscast,” he said. Citytv stations outside of Toronto meet local programming requirements with morning shows. Moore said it was “a good bet” that a similar strategy would be used in Montreal. Millar said the sale was bittersweet for Channel Zero, which he said had been making progress building its audience with a new morning show that’s heavy on music videos. He said Rogers has been trying to buy the station since “shortly after we acquired it” and made multiple offers. But this time, “Rogers was more determined than ever to expand their national reach,” Millar said. “It was far more valuable to them at that point than to us.” Channel Zero had been in talks with a local producer to bring back some local ethnic programming this fall. Millar said he doesn’t know if those plans will continue as the company waits for a decision on the acquisition. Rogers said it would expect a decision by the CRTC in the fall. [email protected] Read more: http://www.montrealgazette.com/Rogers+Media+buys+Montreal+station+Metro/6560252/story.html#ixzz1tuid8rb0

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

as much as Aubin is a loud mouth - he;s not far from the truth. A wake up call to forum members.. we all love Montreal but we need to seriously wake up. 2011/2012 was a bad 2 years - we need to improve MONTREAL — SNC-Lavalin Inc. — founded by francophone Montrealers, headquartered in Montreal and active in engineering and construction projects in more than 100 countries — has long been the proud symbol of Québec Inc. Now, however, it risks becoming a symbol of something else — the decline of Montreal’s place on the world stage. The company announced last week that it is creating its largest corporate unit (one focused on hydrocarbons, chemicals, metallurgy, mining, the environment and water) and locating it not in Quebec but in London; heading it will be a Brit, Neil Bruce. As well, the company also said it was creating a global operations unit that would be based in the British capital. To be sure, SNC-Lavalin denies speculation by a La Presse business columnist that the company might be slowly moving its head office from Montreal. The two moves to London must be seen as reflecting “our healthy expansion globally,” says a spokesperson. “The corporate headquarters and all its functions still remain in Montreal.” Nonetheless, this unmistakable shift of authority abroad takes place within a broader context of fewer local people atop the SNC-Lavalin pyramid. In 2007, six of the top 11 executives were francophone Quebecers; last year, three. Note, too, that only two of 13 members of its board of directors are francophone Quebecers. When the company last fall replaced discredited Pierre Duhaime of Montreal as president, CEO, and board member, it picked an American, Robert Card. What’s happening to the company based on René-Lévesque Blvd. is the latest sign of the erosion of Montreal’s status as a major business centre. Of Canada’s 500 largest companies, 96 had their head offices in this city in 1990; in 2010, says Montréal International, only 81 remained, a 16-per-cent decline. It’s true that Toronto, too, has seen a decrease (with some of its companies heading to booming Calgary), but it’s only of six per cent. As well, because Hogtown has more than twice as many head offices as Montreal, the trend there has far less impact. Anyone with a stake in Montreal’s prosperity should care about what’s happening here. Head offices and major corporate offices, such as the SNC-Lavalin’s units, bring more money collectively into the city than do big events — the Grand Prix and the aquatics championship — whose threatened departures cause political storms. Such offices employ high-spending, high-taxpaying local residents and attract visiting business people year-round — people who represent income for cabbies, hoteliers, restaurateurs, computer experts, lawyers and accountants. Indeed, this week’s controversy over the absence of direct air links from Trudeau International Airport to China and South America is pertinent to this trend. It’s not only federal air policy over the decades that’s responsible for this isolation. It’s also that Montrealers have less money, and one reason for that is, as Trudeau boss James Cherry notes, “there are far fewer head offices in Montreal.” Keep losing them and we’ll be a real backwater. But how do we avoid losing these offices? We don’t need more studies. Tons of studies — good ones — already exist. The No. 1 factor for a company when choosing a head office location is corporate taxes, according to a Calgary Economic Development study. Quebec’s are the highest in Canada and the U.S. Thirty-four per cent of the executives at 103 local companies say that Montreal’s business climate had “deteriorated “ in the previous five years, Montreal’s Chambre de commerce found a year ago. The main reason: infrastructure (not only roads but also the health system). A study called “Knowledge City” that Montreal city hall commissioned in 2004 is still relevant. Its survey of 100 mobile, well-educated people (some of whom had already left Montreal) found that their top three biggest complaints with the city were, in descending order, high personal taxes, decaying infrastructure and political uncertainty from sovereignty. All studies agree that the quality of Montreal’s universities helps attract companies. Weakened universities would lower this power. The Parti Québécois government’s minister for Montreal, Jean-François Lisée, declared before Christmas that he was “Montréalo-optimiste.” He did not, however, spell out concrete steps for addressing the above-listed problems. Too bad that his government on Jan. 1 imposed higher personal taxes for people with high incomes — which hits business people. Too bad it has reduced spending on infrastructure by 14 per cent. Too bad that it has not only reduced funds to universities by $124 million over the next three months but that it says it might cut their funding in other years as well — in effect weakening them. And, finally, too bad that Premier Pauline Marois said this week her party would soon launch a campaign to promote sovereignty and that her government would step up its strategy of wresting powers from Ottawa. In the next few says, she’ll further promote Quebec independence with a meeting in Edinburgh with Scotland’s sovereignist leader. Staunch the hemorrhage of corporate offices from Montreal under this government? The very idea is Montréalo-irréaliste. Read more: http://www.montrealgazette.com/life/Henry+Aubin+avoid+losing+head+offices/7862525/story.html#ixzz2IrXbVaOH

I started to work at this small company here in Montreal called "Dolbeau" we make ties, bow ties and pocket squares. Later on will be expanding to other products also. Plus all the ties are made here in Montreal, only thing not from here is the fabrics and those will mostly come from Europe or Japan. Here is the previous ties.. The website not up yet, it should be up by November 15th. All I can say is, it will be an interesting experience for people looking to buy accessories. Plus the price point for the ties / bow ties might be around $100. There will be a pop-up store at Rooney in Old Montreal, coming up in a few months. Also if you sign up to the company newsletter, you get $10 off. Old Packaging (will be quite different most likely)... Interesting thing about the packaging, you will get a card to show you how to tie a tie (just in case you forget). Plus you will get a small letter saying thank you for purchasing a product from Dolbeau (it will be signed probably by all 4 of us). Website

Brazil’s economy The devil in the deep-sea oil Unless the government restrains itself, an oil boom risks feeding Brazil’s vices Nov 5th 2011 | from the print edition DEEP in the South Atlantic, a vast industrial operation is under way that Brazil’s leaders say will turn their country into an oil power by the end of this decade. If the ambitious plans of Petrobras, the national oil company, come to fruition, by 2020 Brazil will be producing 5m barrels per day, much of it from new offshore fields. That might make Brazil a top-five source of oil (see article). Managed wisely, this boom has the potential to do great good. Brazil’s president, Dilma Rousseff, wants to use the oil money to pay for better education, health and infrastructure. She also wants to use the new fields to create a world-beating oil-services industry. But the bonanza also risks feeding some Brazilian vices: a spendthrift and corrupt political system; an over-mighty state and over-protected domestic market; and neglect of the virtues of saving, investment and training. So it is worrying that there is far more debate in Brazil about how to spend the oil money than about how to develop the fields. If Brazil’s economy is to benefit from oil, rather than be dominated by it, a big chunk of the proceeds should be saved offshore and used to offset future recessions. But the more immediate risks lie in how the oil is extracted. The government has established a complicated legal framework for the fields. It has vested their ownership in Pré-Sal Petróleo, a new state body whose job is merely to collect and spend the oil money. It has granted an operating monopoly to Petrobras (although the company can strike production-sharing agreements with private partners). The rationale was that, since everyone now knows where the oil is, the lion’s share of the profits should go to the nation. But this glides over the complexity in developing fields that lie up to 300km (190 miles) offshore, beneath 2km of water and up to 5km of salt and rock. To develop the new fields, and build onshore facilities including refineries, Petrobras plans to invest $45 billion a year for the next five years, the largest investment programme of any oil firm in the world. That is too much, too soon, both for Petrobras and for Brazil—especially because the government has decreed that a large proportion of the necessary equipment and supplies be produced at home. How to be Norway, not Venezuela By demanding so much local content, the government may in fact be favouring some of the leading foreign oil-service companies. Many would have set up in Brazil anyway; now, with less price competition from abroad, they will find it easier to charge over the odds. Seeking to ramp up production so fast, and relying so heavily on local supplies, also risks starving non-oil businesses of capital and skilled labour (which is in desperately short supply). Oil money is already helping to drive up Brazil’s currency, the real, hurting manufacturers struggling with high taxes and poor infrastructure. When it comes to oil, striking the right balance between the state and the private sector, and between national content and foreign expertise, is notoriously tricky. But it can be done. To kick-start an oil-services industry, Norway calibrated its national-content rules realistically in scope and duration, required foreign suppliers to work closely with local firms and forced Statoil, its national oil company, to bid against rivals to develop fields. Above all, it invested in training the workforce. But Brazilians need only to look at Mexico’s Pemex to see the politicised bloat that can follow an oil boom—or at Venezuela to see how oil can corrupt a country. Petrobras is not Pemex. Thanks to a meritocratic culture, and the discipline of having some of its stock traded, Petrobras is a leader in deep-sea oil. But operating as a monopolist is a poor way to maintain that edge. Happily, too, Brazil is not Venezuela. Its leaders can prove it by changing the rules to be more Norwegian.

Am I the only one that would pay more for electronics to improve these poor people's working conditions? BTW, This is proof that it is NOT an apple issue. (Like some of you believe) http://kotaku.com/5874706/report-mass-suicide-threats-at-xbox-360-plant Report: Mass Suicide Threats at Xbox 360 Plant On Jan. 2, over 300 employees at a Foxconn plan in Wuhan, China threatened to throw themselves off a building in a mass suicide. Foxconn makes Microsoft, Nintendo, Sony products. These workers manufacture Xbox 360s. According to Chinese anti-government website China Jasmine Revolution (via Watch China Times), the workers were protesting denied compensation they were promised. On Jan. 2, the workers asked for a raise. Foxconn told them they could either keep their jobs with no pay increase or quit and get compensation. Most decided to quit with compensation. However, the agreement was supposedly terminated, and the workers never received their payments. Website Record China reported that the uproar the incident actually caused Xbox 360 production to be temporarily suspended. The mayor of Wuhan intervened to talk down the group down, and on Jan. 3 at 9pm, the group of 300 decided not to jump, ending what could have been a deadly game of chicken. Suicides at Foxconn made major news in 2010 when over a dozen employees committed suicide, leading to Foxconn installing suicide prevention nets at some of its facilities. In 2010, Kotaku asked Microsoft about Foxconn and the reported abuses. Microsoft's Phil Spencer said at the time, "Foxconn has been an important partner of ours and remains an important partner. I trust them as a responsible company to continue to evolve their process and work relationships. That is something we remain committed to—the safe and ethical treatment of people who build our products. That's a core value of our company." Kotaku is following up with Microsoft over this latest incident.

(Courtesy of The West Island Chronicle)

http://opinion.financialpost.com/2011/02/25/lawrence-solomon-transit-competition/

First Canadian Place officer tower to receive a facelift 680News staff Toronto | Thursday, September 24th, 2009 7:56 am Toronto - First Canadian Place, Canada's tallest office tower, will be receiving a $100-million makeover. There are currently 45,000 slabs of white marble on the 72-storey home for the Bank of Montreal. But, Brookfield Properties, the building's owner, is going to replace the marble with 7,800 panels of white glass. The National Post reported the property, which opened in 1975, has already seen a refurbishment of some of the marble slabs, but the look has deteriorated. Tom Farley, president and CEO of Brookfield's Canadian commercial operations, told the paper that when the company bought the property in 2005, they knew it was a fixer-upper. If the original builder had used thicker marble, it would have lasted 100 years. Brookfield said it will also renovate the lobby of the tower. The National Post called the renovation another positive signal for the downtown business core, with the recent opening of the Bay-Adelaide Centre and two other office towers opening before the end of the year. ----- Hyrdo-Quebec are you listening??? Please renovate your POS.

MONOCLE has Montreal in 19th place as most liveable place in the World to live. You need a subscription to read it online. I read it at a magazine shop. We are in good company! http://www.monocle.com/sections/affairs/Magazine-Articles/19-Montreal/

Le président de Honda Motor Company dit qu'il y a peu de gens qui pensent sérieusement racheter l'équipe de F1. Selon la presse britannique, Honda doit décider aujourd'hui de l'avenir de l'équipe de F1. Pour en lire plus...

(Courtesy of The Montreal Gazette) Good to see we have some talent left in this city

CIBC on St Jacques moved into Quebecor-Videotron and now RBC on St Jacques is planning on moving into the "Stock Exchange Tower" near Square Victoria in 2012. I am quite surprised to get a letter from RBC this morning saying they were moving. It was such a wonderful location. I guess the rent was getting to high for them. Seeing in the letter, they were only occupying about 20% of the building now. Interesting thing is about the RBC building, its owned and managed by a company that operates out of Halifax, but the head guy runs a business in New York called "Time Equities Inc". The company in Halifax is called "360 St Jacques Nova Scotia Inc" or something like that. Whats more interesting is, the head office is in a building called "Bank of Montreal Tower". One of the owners/members/chairs part of "360 St Jacques Nova Scotia" is Montreal's own George Coulombe that over sees 360 St Jacques (RBC building) here in Montreal. One thing that was interesting in the letter was that RBC actually sold the building back in the 60s. Anyways I just wonder who will take up the space at CIBC and RBC now.

(Courtesy of the Calgary Herald via. The Financial Post)

(Courtesy of The Associate Press via. The Washington Post) 2009 rendering. Holy hell.

(Courtesy of The Financial Post) This should be interesting.

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."

Draxis to create up to 100 jobs after chosen by J&J for contract manufacturing 6 days ago MONTREAL (CP) — Pharma company Draxis Health Inc. (TSX:DAX) is building a new Montreal plant and hiring up to 100 people after the company's contract manufacturing division expanded its existing relationship with Johnson & Johnson, one of the world's biggest consumer products companies. The contract expansion will lead to between 80 to 100 new positions at Draxis Pharma operations in the Montreal area and require the building of a new secondary plant, in addition to the current Draxis manufacturing plant in suburban Kirkland, the company said Wednesday. On the Toronto Stock Exchange, Draxis stock jumped 34 cents to trade at $5.39, a gain of 6.7 per cent as investors reacted positively to the news. Draxis said the new deal with Johnson & Johnson Consumer Companies Inc. could mean another US$120 million in revenues over five years to the Canadian company. In addition, the transfer of equipment and production technologies, now in progress, is expected to generate additional revenues this year and next of between US$6 million and US$8 million. The supply deal, which runs to the end of 2013 and can be extended, involves the manufacturing of non-sterile specialty semi-solid products currently sold in the United States. Commercial production is expected to begin in 2009. "The signing of this contract is a reflection of the solid business model at Draxis," said Martin Barkin, president and CEO of the Toronto-area company. "We are honoured to have been selected from more than 80 international contract manufacturers under a rigorous and comprehensive global selection process conducted over an extended multi-year period. "This contract includes prescription and non-prescription products and will significantly improve capacity utilization in the semi-solids section of our non-sterile operations." As a result of the manufacturing deal, Draxis plans to build a new secondary plant to handle labeling, product assembly for different markets, cartoning and shipping. The new operation is slated to open next summer and will complement the company's production plant in Kirkland, in west-end Montreal. The jobs expansion is good news for the local Montreal economy, which has also seen other drug developers expand operations in recent months. In June, global drug giant GlaxoSmithKline (NYSE:GSK) announced it has spent $50 million to upgrade its laboratory north of Montreal into the North American research and administrative headquarters for its vaccine division. GlaxoSmithKline, based in Britain, is a world leader in the vaccine business. The company has 3,300 employees in Canada, including 1,400 in Quebec. Draxis, based in Mississauga, Ont. makes sterile products such as injectable liquids, ointments and creams, non-sterile products as well as radiopharmaceuticals for diagnostic imaging and treatment. The company employs about 500 people at its Montreal plant. Last year, Draxis generated a profit of US$11.5 million on revenues of just under US$90 million.

TSX Group looks to U.S. for next CEO Talks with ex-CBOT chief; risks backlash by overlooking former head of Montreal Exchange BOYD ERMAN From Wednesday's Globe and Mail May 28, 2008 at 4:10 AM EDT TSX Group Inc. [X-T] is close to hiring a U.S. executive to run the company now that the merger with Montreal Exchange Inc. is complete, passing over former MX head Luc Bertrand in a decision that's sure to be controversial in Quebec. Sources said TSX is in talks with Bernard Dan, former president and chief executive officer of the derivatives-focused Chicago Board of Trade, though a contract has yet to be signed. Mr. Dan lost his post at CBOT after the company's 2007 acquisition by Chicago Mercantile Exchange Holdings Inc. (CME). Mr. Bertrand, who built the Montreal Exchange into a force in derivatives, had been long viewed as the likely successor to Richard Nesbitt at the helm of TSX Group. Under the merger agreement, Mr. Bertrand was slated to be deputy CEO with Mr. Nesbitt in the top job, but those plans were thrown into flux when Mr. Nesbitt unexpectedly announced his resignation in January to become CEO at CIBC World Markets. A dark-horse candidate was Rik Parkhill, the head of the markets division at the TSX and one of the company's interim co-CEOs after Mr. Nesbitt's departure. Bernard Dan Both Mr. Parkhill and Mr. Bertrand were among the final candidates, but sources said the TSX board deadlocked over whether the CEO should come from TSX or MX and that contributed to the decision to go with an outside candidate. Passing over Mr. Bertrand may rekindle a controversy that arose last year even before the merger, when Quebec's Finance Minister said an early round of talks about a TSX-MX combination broke down because some on the TSX board weren't happy with the idea that a Montrealer might run the company. "Even though there were no guarantees that Luc would get the job, it's going to be perceived as a slap in the face," said Dundee Securities analyst John Aiken. That may lead to a backlash from Quebec investors, he said. Still, going with Mr. Dan may have some advantages, Mr. Aiken said. Whoever takes over TSX will have to know derivatives, because buying the MX gives the combined company dominating positions in that business as well as stock trading. Also, the TSX is facing a surge of new competition from alternative trading systems (ATS) for shares, a trend long established in the United States. "Canada with all the ATS's is going to more a U.S.-style exchange environment, and nobody domestically has seen that yet," Mr. Aiken said. "The question is how quickly will this individual adapt to the peculiarities of the Canadian market." TSX spokesman Steve Kee would not comment on the names of any candidates, and declined to confirm the talks with Mr. Dan. "The board process is not complete," Mr. Kee said. "We don't have a deal with any candidate." Mr. Kee said TSX plans to have the new CEO in place in time for the June 11 annual meeting. Previously, the company had a May 30 target. As head of CBOT from 2002 to 2007, Mr. Dan oversaw one of the biggest U.S. markets for agricultural and financial derivatives - contracts tied to price movements on everything from bonds to beef. He also won plaudits for CBOT's expertise with electronic trading, which helped to fuel the company's growth. Electronic trading is a focus at the TSX as the company rolls out its new system, known as Quantum, and tries to integrate the MX's Sola system. TSX GROUP (X) Close: $43.01, down 92¢ http://www.reportonbusiness.com/servlet/story/RTGAM.20080528.wrtsxceo28/BNStory/SpecialEvents2/home

THE WHIPPET: QUEBECKERS' CLASSIC COOKIE Montreal's industrial foundations - built on chocolatey marshmallow goodness PETER RAKOBOWCHUK The Canadian Press October 31, 2007 MONTREAL -- Apopular cookie that's still being gobbled up by Quebeckers today is being given some of the credit for helping to launch the industrial growth of Montreal. The decadent Whippet cookie, a chocolate-coated, marshmallow-topped treat, is more than a century old. Housed in its familiar gold- and chocolate-coloured box, the Whippet made its debut in 1901 and the rest, as they say, is cookie history. The Whippet and Viau Biscuits Corp., the company that made it, are featured in an exhibition at the Écomusée du fier monde, a small museum in the city's east end. Print Edition - Section Front Museum director René Binette says the Whippet was launched when the founder of the company tested it at a hockey game. "People at the game liked it so much that it confirmed to Charles-Théodore Viau that he was on to a good thing," Mr. Binette said in an interview. The cookie, first introduced as the Empire, was considered a luxury item and its sales helped Mr. Viau to expand the company's operations. But Mr. Binette said the cost of vanilla and chocolate also put the Empire out of reach of the average Quebecker. So in 1927, Mr. Viau decided to change the recipe and the name and created the more affordable Whippet. Mr. Viau started the enterprise in a small bakery in Montreal's east end in 1867 and created the Village cookie - a plain, but hugely popular shortbread that Quebeckers loved to dunk in their tea. He continued to expand the business until his cookie and candy factory became one of the area's major employers. Part of Montreal even became known as Viauville, and a church in the neighbourhood was named St-Clément de Viauville. One cookie lover tells the story of his parents buying several boxes and being warned by them not to touch the treats because they were destined for "Whippet-starved" relatives in Ontario. Viau became history in March, 2004, when the company was sold to Kitchener, Ont.-based Dare Foods Inc., another family-owned business, and the factory was closed. But Whippets are still being produced under the Dare banner at the company's plant in St-Lambert, south of Montreal. A Dare spokeswoman says the company markets the Viva Puff, a similar cookie, in Ontario. The Quebec Whippet has "real" chocolate while its counterpart is made with a "compound" chocolate. Contrary to what many Quebec cookie lovers may think, the popular Oreo sandwich cookie has not been around as long as the Whippet. A spokeswoman for Kraft Foods Inc. says it was only introduced in Canada in 1949, although the Oreo was launched in the United States in 1912. The Viau factory has now been converted into a condominium complex that has been appropriately named La Biscuiterie, the cookie factory. Aficionados can visit the Viau: Cookie History exhibition at the Écomusée du fier monde until March 23, 2008.

CGI laying off 100 in Montreal François Shalom , Montreal Gazette Published: 52 minutes ago Montreal technology company CGI Group Inc. laid off about 100 people at its Montreal and Toronto offices today, The Gazette has learned. The information-technology services firm told the affected employees in a letter that their department, technology and infrastructure management, "needs to undergo a transformation and re-alignment to adapt to market conditions. As a result, we are reducing the size of our workforce." Company spokesperson Lorne Gorber confirmed that about 65 people lost their jobs in Montreal and another 35 in Toronto. As an outsourcer, we're in constant restructuring mode," said Gorber. "We need to deliver constant improvements in performance of technologies and processes." Gorber said that CGI is making "every best effort to find new opportunities for them" elsewhere within the company. About one-third of those laid off are managers. One employee affected, 34-year-old IT consultant Marc Lallier, said he was called down to a conference room, handed the company letter and given an option to move. He has one week to respond, but couldn't say whether he would keep his $63,000-a-year salary in the new post offered to him. Gorber stressed that CGI is not retrenching. "We've just added 50 jobs in Quebec City recently and some positions in Sherbrooke as well, where we want to ramp up to 150 posts." He said the cost-cutting move is "not a knee-jerk reaction" to losing a contract but a more rational and thought-out division of labour. The last time the company announced important layoffs was in March 2006, when CGI slashed 1,000 jobs due to cutbacks at an important client, BCE. But the company has since rehired about twice as many as that, Gorber said, for a current workforce of about 27,000 people worldwide. About 16,000 are in Canada, of which 9,000 are in Quebec, 6,000 of them in Montreal. http://www.canada.com/montrealgazette/news/business/story.html?id=735856ab-0983-4177-bd62-2c7fc6bb00c9

Ironore Company of Canada et Diavik figurent sur la liste des actifs dont Rio Tinto pourrait se départir, estiment certains analystes. Pour en lire plus...

(Courtesy of CBC News)