Trade brings two countries closer

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Trade brings two countries closer
Friday, February 21, 2014
SPECIAL REPORT
CANADA COUNTRY REPORT
INSIDE: 17-PAGE SPONSORED SECTION IN CO-OPERATION WITH DISCOVERY REPORTS
Trade brings two
countries closer
Banff National Park is a prime hiking destination. Photo: Thinkstock
C
anada’s trade and
economic
relationship with
China has changed
significantly over the
past decade, with both
countries keen to expand the
range of products and
investments needed to satisfy
their evolving markets.
Not too long ago, cheap
consumer goods, toys and
clothing formed the bulk of
Chinese exports to Canada.
These have since been overtaken
by sophisticated hi-tech
products, such as electrical
machinery, comprising
cellphones and wireless network
devices and mechanical
machinery – particularly
computers.
Canada imported C$1.5
billion (HK$10.6 billion) worth of
automotive parts from China in
2012, two-thirds of which were
Future likely to be full of new opportunities for Canadian
exporters, especially in services, writes Nazvi Careem
Where wild beauty
meets city culture
................................................
Euan McKirdy
Our country’s
future prosperity
is very much
linked to what
happens in Asia,
and particularly
in China
GUY SAINT-JACQUES, CANADIAN
AMBASSADOR TO CHINA
Ottawa has a strong people-to-people bond with Beijing, as more than 1.4 million Canadians are of Chinese ethnic origin. Photo: Bloomberg
vehicle parts and accessories.
Vehicle imports from China
increased sixfold from 2011to
2012 to C$133 million, according
to data from Canadian statistics
agency Statcan.
The data shows that last year,
Canada imported close to C$53
billion worth of goods from
China, of which C$23.2 billion, or
almost 45 per cent, was classified
as machinery and mechanical
appliances – electrical
equipment and parts, sound
recorders and reproducers, and
related parts.
Domestic exports to China
totalled C$20.2 billion last year,
with mineral products, such as
ores, slag and ash, top of the list
at around C$4.8 billion. Bilateral
trade came to C$72.9 billion last
year compared to C$70.1billion
for 2012, a rise of 4 per cent.
The strong growth in trade
relations over the years means
that China has now become
Canada’s second-largest trading
partner, behind the United
States. Canada is China’s 13th
largest trading partner.
The Canadian government is
expecting the nature of its
relationship with China to
change in line with the Chinese
government’s economic reforms.
“Canada’s trade relationship
with China can be expected to
change,” said a Canadian State of
Trade report for 2013. “Although
it will be difficult to predict
precisely how. As China’s GDP
growth slows, and China strives
to achieve the goals it set out for
itself in its [12th] five-year plan,
the types of goods and services
Canada trades with China
will become increasingly
sophisticated and more reliant
on support from consumer
demand rather than investment.
“China has stated that it will
focus on boosting domestic
demand by increasing workers’
wages, as well as supporting the
structure of consumer spending
by making available more
green products. While China
continues to adjust its economy,
its demand may decline for some
of Canada’s resource-based
exports yet increase for others.
Therefore, Canada-China trade
will likely provide new
opportunities for Canada’s
exporters, especially in services.”
There is also a strong peopleto-people bond between the
countries going back
generations, especially when it
comes to the number of ethnic
Chinese who call Canada their
Prime Minister Stephen Harper
home. “As the world’s most
populous country and secondlargest economy, China’s impact
on Canada is not surprising,”
says Guy Saint-Jacques, the
Canadian ambassador to China.
“Chinese culture is also a part of
the fabric of the Canadian
identity, as more than 1.4 million
Canadians are of Chinese ethnic
origin and Chinese is the thirdmost spoken language in Canada
after English and French.
“I have the great privilege of
serving as ambassador at a time
when there is widespread
recognition among [the]
Canadian government and
industry leaders that our
country’s future prosperity is very
much linked to what happens in
Asia, and particularly in China.”
The people link extends to the
education sector, with ties
strengthened after Canadian
Prime Minister Stephen Harper
visited China in February 2012.
During the visit, the two sides
agreed to make education a
strategic priority of their bilateral
relationship, vowing to explore
ways to expand two-way
academic exchanges.
The plan is for at least 100,000
students to study in each other’s
countries by 2017. In 2012, there
were more than 84,000 Chinese
students in Canada – almost a
third of all international students
in the country. The number of
Canadian students in China is
estimated at less than 4,000.
Since Harper’s visit, there has
been a number of trade and
investment agreements.
The latest is the CanadaChina Air Transport Agreement,
established in July last year. The
agreement boosts interline and
codeshare services between
major carriers in both countries.
Six new cities in China –
Guangzhou, Chengdu,
Chongqing, Wuhan and Xi’an to
the south and west of Beijing, and
Shenyang to the northwest –
have been added to the network
that already includes Vancouver,
Toronto and Beijing.
In terms of investments,
Canadian interests ploughed C$9
billion into the Chinese economy
during 2012, while the stock of
Chinese foreign direct
investment to Canada stood at
C$38 billion.
The Harper visit also
generated the Foreign
Investment Promotion and
Protection Agreement (FIPA)
signed in September 2012,
designed to ease investment
flows between the two countries.
The agreement, which is in
the process of being ratified by
the respective governments, is
the result of almost 20 years of
stop-start negotiations and will
give each side privileged status
when it comes to investing.
The main purpose of a FIPA is
to ensure greater protection to
foreign investors in each
jurisdiction against
discriminatory practices, to
provide adequate compensation
where necessary and to establish
strong and transparent policy
frameworks for investors and
their investments.
For many visitors, especially
those coming directly from
China’s smoggy cities, Canada is
literally a breath of fresh air. From
the snowy peaks of British
Columbia and the vast central
plains to the thousand islands of
Lake Ontario and the wild coasts
of Newfoundland, Canada offers
overseas visitors nature at its
best. For those of a more urban
persuasion, the country’s cities
offer colourful sights and culture.
Visitors from Asia are on the
increase, and none more so than
from China. Since gaining
Approved Destination Status in
2010, a green light of sorts for
Chinese tourists, the Chinese
tourism market has been
growing rapidly – up to 22 per
cent a year since 2010, with
273,000 visitors in 2012, almost
double the figure five years ago,
according to the Canadian
Tourism Commission.
Many visitors from Asia find
themselves drawn to British
Columbia on the west coast –
given the distances from this part
of the world, it is often a relief to
come in a few hours earlier than
flights further east to Toronto.
Known as Canada’s adventure
playground, it boasts 25,000km of
coastline and 997 provincial
parks, along with laid-back
Vancouver. With its sizable
Chinese population, the city is
host to a world-famous Lunar
New Year parade and also hosts
one of Canada’s largest dragon
boat events.
Other events in Vancouver
include the Eastside Cultural
Crawl and a world-class jazz
festival. The Celebration of Light
fireworks festival draws hundreds
of thousands of spectators to the
city’s beaches and shores, while
the Pacific National Exhibition is
held over 17 days every summer,
with a fair, seasonal amusement
park, arena music, agricultural
displays, rides and more to keep
the whole family busy.
British Columbia is home to
some of the most stunning
natural scenery the country has
to offer, and Pacific Rim National
Park is a prime example of what
awaits tourists. Hemmed in by a
mountain range on one side and
the Pacific Ocean on the other,
this Vancouver Island getaway is
home to the famous West Coast
Trail – known as some of the best
hiking in the country, alongside
long beaches, ancient forests and
Aboriginal culture.
Further north – and further
inland – is the resort town of
Whistler, one of the best skiing
spots in North America. Around
two hours from Vancouver, the
route to Whistler is as memorable
as the skiing, with the Sea to Sky
Highway providing a stunning
look at some of the province’s
finest landscapes and vistas.
Alberta shares the Rocky
Mountains with its western
neighbour, and with 1,600km of
hiking trails in Banff National
Park, it makes the most of the
rugged beauty of this
unforgettable mountain range.
The capital, Calgary, is a cowboy
town and home to what is billed
as the “greatest outdoor show on
earth” – the annual Calgary
Stampede. Held over two weeks
at the beginning of July, the event
hosts a rodeo daily, featuring the
world’s best rodeo athletes and
the finest stock, and the GMC
Rangeland Derby, a modern
chariot race where teams of
horses race while pulling
covered wagons.
Heading further east, the
province of Quebec offers a
hugely different side of Canada.
Known for its francophone and
independent leanings, it is also
home to some amazing scenery.
The St Lawrence River is a
marine paradise and one of the
best places in the world to go
whale-watching.
The city of Quebec is lessvisited than its larger, brasher
neighbour Montreal, but is still a
delight. The Old Town is
surrounded by city walls – the
only city in North America to
boast such a structure – and its
hilly, cobbled streets are made for
pedestrian ambling in the
summer. The city is strikingly
European, and also is home to a
bevy of cultural events including
the Carrefour International de
Théâtre de Québec, an
international theatre festival
which runs from May to June,
and the La Grande Fête de la
Côte-de-Beaupré cultural festival
at the end of August.
Much further to the south,
Toronto is arguably Canada’s
most cosmopolitan city. Home to
the CN Tower, Ontario Science
Centre, Royal Ontario Museum
and a waterfront area along Lake
Ontario, this bustling metropolis
is the perfect pit stop for a few
days of arts, culture and
sightseeing. The city is also
within easy reach of Niagara
Falls, one of the most spectacular
natural sights the country – or
perhaps anywhere – has to offer.
Chinese immigrants have long been a part of nation’s history
................................................
Jennifer Chen
Although many are familiar with
recent migration patterns from
the mainland and Hong Kong to
Canada, the history of Chinese
migration to the country goes
back more than 200 years.
The recent cancellation of the
Immigrant Investor Programme,
which more than 30,000
Hongkongers have used, is
raising questions about access to
Canada. About 67,000
mainlanders have also entered
under the programme, according
to reports in the South China
Morning Post earlier this month.
A look back at the migration
from China to Canada shows that
Chinese migrants arrived at
about the same time as many of
the British settlers and fur
traders, according to some
Chinese-Canadian historians.
Henry Yu, associate professor of
history at the University of British
Columbia, says that when
Captain John Meares – a fur
trader with ties to India, Macau
and China – came to North
America in 1788, “a significant
portion of that shipload of people
were Chinese”. They were part of
the crew, Yu notes, and when the
ship landed, the Chinese built
forts and grew food.
The period before Canada
became a nation was important,
Yu says, because the Chinese
were more inclined to stay longer
than others. “They were more
likely to see this as a good
opportunity,” he explains.
Like the British, most of the
Chinese migrants at the time
were young men, travelling
alone. And when the gold rush
came to California, Australia
and British Columbia, they were
there as well. But Yu cautions
against looking at the
construction of the railroad from
1881to 1885 as a major catalyst
for the arrival of the Chinese.
Many were already in California,
he says, before they built the
Canadian Pacific Railway.
Laws came in to limit Chinese
migration – most notably the
head tax, which was passed in
1885. Under the bill, every person
of Chinese origin had to pay C$50
Chinese arrived in Canada more than 200 years ago. Photo: Xinhua
on entering the country. In 1900,
the head tax was increased to
C$100, and in 1903 it went up
again to C$500.
Despite the levy, 97,000
Chinese arrived from 1885 to
1923. “They kept people fed,
they built infrastructure and
they cleared land for
development,” Yu says of their
role during that period.
Chinese living in Canada split
up their families, often going
back if they made enough money
to buy land, then leaving again
and sending money home. While
many died, Yu says, “enough
people made it that there was this
‘gold mountain’ dreaming”.
A spike in Chinese
immigration occurred in 1912, Yu
notes, when the economy was
good and there was a lot of
money to be made.
In 1923, the Canadian
government passed the
Exclusion Act, preventing all but
a few Chinese immigrants from
coming to Canada. Until then, Yu
says, about 100,000 Chinese had
entered, and almost all of them
came from or through Hong
Kong. After the second world
war, there was a shift in the
federal government policy and,
in 1947, the Exclusion Act was
repealed and Chinese migrants
won the right to vote.
Immigration numbers were
very low in the 1940s and 1950s,
with some students arriving over
the next decade, mostly from
Hong Kong and Taiwan. In the
1970s, Yu says, Hongkongers
came for three reasons: to reunite
with family, because “you did
something Canada needed, or
you were highly educated”.
They were not necessarily
wealthy, he notes.
Another shift happened in the
late 1980s and 1990s, Yu says,
when “overt policies” were
designed to bring in wealthy
business immigrants. In 1986, the
Immigrant Investor Programme
was introduced. The Canadian
government knew that wealthy
Hong Kong Chinese were getting
nervous about the handover and
looking for a way out. The
government’s recruiting efforts
kept British Columbia recessionproof in the 1990s. “The Hong
Kong handover [had a] huge
[impact],” Yu says.
At that time, Yu says, there
were relatively few immigrants
from the mainland, and those
who came were primarily
Cantonese-speaking. By 1998,
mainlanders were the top source
region for immigrants to Canada.
From 1996 to 2001, 184,668
immigrants went to Canada from
the mainland, compared with
54,609 from Hong Kong. In that
same period, 5,082 from Hong
Kong migrated to Canada under
the investor programme, or
about 9 per cent of the total.
After 2000, immigration from
Hong Kong dropped off “to
almost nothing”, Yu says. But the
splitting of families continues. It’s
been going on for two centuries.
Whereas immigrants once left
their families in China, now twothirds of men aged 25 to 40 have
returned to Hong Kong for
greater opportunities while their
families stay in Canada.
What’s changed in the last 15
years is that people with no ties to
overseas communities are
coming from every part of
China. Educational mobility is
one of the major drivers for
people from the mainland going
to Canada, Yu says.
Canada’s immigration
minister, Chris Alexander, says
despite the cancellation of the
Immigrant Investor Programme,
wealthy Chinese migrants are still
welcome, and new programmes
for investors will be introduced
later this year.
Yu describes the immigration
policy in Canada as one of
“preferential migration”, where
the government has more
discretion over who is allowed to
enter. He agrees that despite the
end of the Immigrant Investor
Programme, wealthy immigrants
will still be able to enter Canada
through other means.
S2 Friday, February 21, 2014
SPECIAL REPORT: CANADA COUNTRY REPORT
Sponsored section in co-operation with Discovery Reports
Cenovus Energy: A next
generation oil sands producer
Technological
innovation unlocks
promise of resource
................................................
With its strong focus on innovation
and technology, Cenovus Energy has
been a pioneer in Canada’s in-situ oil
sands industry. “In situ” is Latin for “in
place”. Instead of using trucks and
excavators to mine the country’s vast
oil sands deposits, in-situ producers
use advanced drilling methods to
recover oil from deep underground.
Cenovus was the first in the industry
to commercialise steam-assisted
gravity drainage (SAGD) in 2001,
which has become the dominant form
of oil sands drilling technology.
Since its origins in the late 1970s,
SAGD has become a game-changer.
By combining hi-tech drilling and
steam injection, SAGD accounts for
about half of Canada’s oil sands
production. Eventually, this type of
technology will be responsible for
about 80 per cent of the oil that flows
from the oil sands.
The oil sands are known to
contain about 173 billion barrels of oil
recoverable using existing
technology, but that’s just the tip of
the iceberg.
“It’s estimated that today’s
techniques will capture about
10 per cent of the original oil in place
in the oil sands,” says Brian
Ferguson, president and CEO of
Cenovus. “That means there’s still a
90 per cent opportunity. As the
industry develops new and better
technologies, we expect to unlock
billions more barrels of oil reserves in
the future.”
Cenovus has more than 100
technology development projects on
the go at any given time, three
quarters of which could have an
environmental benefit while also
improving the company’s efficiency at
producing oil.
One innovation the company has
been pioneering is a solvent-aided
process (SAP). This involves using
butane to help dissolve the thick oil
underground. By injecting butane
along with steam, Cenovus believes it
can decrease the amount of steam
needed to produce a barrel of oil by
25 per cent, while improving
production by up to 30 per cent.
Because steam is expensive to
produce, this lowers costs and helps
reduce greenhouse gas emissions.
Cenovus plans to apply SAP
Reports by Laléh Larijani,
Michelle Phillips, Emmanuelle
Stahler and Jessica Ryan
W
ith the world’s thirdlargest oil reserves,
cutting-edge
expertise and a
stable political and
economic system, Canada is
emerging as one of Asia’s best
options for long-term energy security.
Ninety-seven per cent of the
country’s recoverable oil is located in
a distinctive deposit known as the oil
sands. Using state-of-the-art mining
and drilling technology, oil sands
producers are finding increasingly
effective ways to exploit this rich
resource of heavy crude. Oil sands
expansion is expected to help
Canada more than double oil
production to about 6.2 million barrels
per day (bpd) by 2030.
Cenovus Energy is one of
Canada’s leading oil sands producers
and the country’s largest thermal
operator. Using specialised drilling
methods, Cenovus injects steam
deep underground to separate the
thick oil from the sand, then pumps
the oil to the surface. This nextgeneration technology is known
as steam-assisted gravity
drainage (SAGD).
“We like to think of ourselves as a
technology company that works in
the oil business,” says Brian
Ferguson, president and CEO of
Cenovus. “We are focused on
innovation to continually improve our
efficiency and environmental
performance so that all Canadians
can be proud of how we produce oil.”
Cenovus has been recognised as
one of the world’s top sustainable
energy producers. This is partly due
to the company’s industry-leading
steam-to-oil ratio (SOR) at its oil
sands projects. SOR is a measure of
how many barrels of steam are
needed to produce a barrel of oil.
The company’s combined SOR at
its producing Foster Creek and
Christina Lake projects in Alberta is
just above two. This low SOR
contributes to better environmental
performance through reduced
energy and water use and lower
Ten oil sands phases have been developed at the Foster Creek and Christina Lake projects.
greenhouse gas emissions. At the
same time, Cenovus’ SAGD
extraction technology allows it to
access large areas of oil trapped
underground, while disturbing
only a small surface area of the
boreal forest.
Cenovus’ low SOR has also
helped establish the company as a
low-cost producer. Its production
costs are extremely competitive
when compared with other types of
unconventional oil production around
the world, such as deep-water
drilling or the United States’ tight oil.
So far, 10 oil sands phases have
been developed at Cenovus’ Foster
Creek and Christina Lake projects.
Including its newest project, Narrows
Lake, nine more phases have
regulatory approval or are under
construction.
All three operations are jointly
owned with ConocoPhillips. Narrows
Lake will be the industry’s first SAGD
project to use a solvent such as
butane on a commercial scale. By
combining butane with steam,
Cenovus hopes to significantly
improve its oil recovery while further
reducing its SOR.
In addition to its oil sands assets,
Cenovus also holds conventional oil
and natural gas leases in western
Canada. Total net oil production
reached nearly 177,000 bpd as of
September last year. Oil sands
production accounted for close to
CENOVUS: AT A GLANCE
● An integrated Canadian oil company focused on oil sands development
● About 5,000 people and growing
● Approximately 3.1 billion barrels of proved and probable oil reserves
● Approximately 93 billion barrels of discovered bitumen initially-in-place*
● A 50 per cent stake in two United States refineries located in Illinois and
Texas
● Listed on the Toronto Stock Exchange and the New York Stock Exchange
*Includes unrecoverable volumes and is not an estimate of the volume
that will ultimately be recovered. There is no certainty that it will be
commercially viable to produce any portion of the estimate.
60 per cent, while the rest came from
conventional oil and natural gas.
“Cenovus has decades of
potential growth ahead,” Ferguson
says. “We have identified
opportunities to invest about
C$35 billion [HK$247 billion] over the
next 10 years on existing Cenovus
lands. This will allow us to nearly
triple our production of crude oil.”
Cenovus aims to raise total net oil
production to 525,000 bpd by 2023 and
has already submitted regulatory
applications for emerging projects
that would extend the company’s
growth strategy well into the future.
The company also has the
advantage of owning a 50 per cent
stake in two refineries in the US.
Operated by the company’s partner,
Phillips 66, these refineries benefit
when prices of Canadian heavy
crude are low, while also allowing
Cenovus to capture world pricing for
finished products such as gasoline,
diesel and jet fuel. This integration
gives the company a strong hedge
against commodity price volatility.
With much of Asia’s growing
refining capacity designed to process
heavy oil, Cenovus sees the region as
a natural market for Canada, with
mutual benefits for both sides.
“Having reliable, affordable and
plentiful energy is a key driver for
economic growth and quality of life in
any region,” Ferguson says. “That
really has been North America’s
advantage for a long time and I
think it is very important to Asian
investors as well.”
Using rail and pipeline to get its
product to tanker ports, Cenovus has
already begun shipping small
quantities of oil to Asia and is
positioning itself to become a much
bigger player in the region through
long-term transport commitments.
The company has 175,000 bpd of firm
space on proposed pipelines to the
west coast, 150,000 bpd on proposed
lines to the US gulf coast and 200,000
bpd on the envisioned Energy East
pipeline, which would give Cenovus
access to Asian markets via the
eastern seaboard.
In addition, the company aims to
ship up to 10 per cent of its
marketable oil by rail, giving it even
more flexibility to reach
markets overseas.
“Cenovus can offer reliability and
predictability to Asian refiners looking
for long-term, secure sources of
supply,” Ferguson says. “There
may also be future opportunities
for companies to co-invest with us
as potential joint-venture partners
on some of our developments
here in Canada.”
Brian Ferguson, president
and CEO
commercially at its Narrows Lake
project, which is under construction.
Cenovus engineers have also
adapted flue gas recirculation, a
technology used in the automotive
industry, to help reduce air pollutants
such as nitrogen oxides (NOx). By
rerouting exhaust from its giant steam
generators back into the 250-million
British thermal unit boilers, the
company has been able to cut NOx
emissions in half during test trials. It is
now rolling out flue gas recirculation
on a commercial basis.
To reduce the amount of water
required to make steam, the company
has also developed the blowdown
boiler. A typical boiler turns about 80
per cent of its feedwater into steam.
By running the leftover water, known
as blowdown water, through a
secondary boiler, Cenovus has been
able to bump this ratio to more than
90 per cent. It is planning to roll out
this patented technology at many of
its new projects.
“Continuing investment in these
technologies helps keep us among
the lowest-cost oil producers in the
world, and we’ve been able to do that
in a manner that is respectful of the
environment,” Ferguson says.
Cenovus is also sharing some of
its innovations with its competitors
through Canada’s Oil Sands
Innovation Alliance (COSIA). Formed
in March 2012, COSIA is an
unprecedented collaboration of major
oil sands producers working together
to reduce the oil sands’
environmental impact.
Future Electronics invests
in Asia for long-term success
A vibrant and often volatile industry
such as electronics calls for equally
dynamic companies whose vision
and expertise help shape the future.
With the Pacific Rim expected to
become the world’s largest
electronics market in consumption,
Future Electronics is taking a leading
role in electronic component
distribution by combining innovation
and the relentless pursuit of
quality service.
While its competitors limit their
inventory to avoid liability, the world’s
largest privately held electronic
component distributor focuses
heavily on making inventory available
to customers – with an unparalleled
continuity of supply and one of the
lowest inventory turns in the industry,
which provides increased flexibility
to customers.
“Holding a large inventory
enables us to address our customers’
needs right away, thanks to a level of
flexibility that is unmatched in the
industry,” says Lindsley Ruth,
executive vice-president. “With a
worldwide on-time delivery record of
99.5 per cent, we are able to develop
long-term relationships and
partnerships with customers who,
once we win, we rarely ever lose.”
Over 45 years, Future Electronics
has grown to 169 locations in 42
countries with more than 100,000
customers and US$5 billion in annual
revenues. Through its varied vertical
markets and comprehensive
inventory, it provides a wide product
range, including the latest releases
from the world’s best electronic
device manufacturers.
“There is no limitation on what
types of customers we serve. About
48 per cent of our business is in the
industrial marketplace, but we are
also a big supplier to the medical,
automotive, wireless and consumerrelated markets, in addition to being
the world’s best supplier to the
contract manufacturing industry,”
Ruth says.
Diverse yet efficiently
integrated, Future Electronics is
the industry’s only company
with fully centralised
warehouse management and
information technology
systems, which give it an
advantage in operating
seamlessly from North
America or Europe to Asia.
Beyond being a
distribution company, Future
Electronics adds value through its
team of engineers who help
Lindsley Ruth, executive
vice-president
customers design components
precisely to their requirements.
Trained at the company’s Advanced
Engineering University, engineers are
also deployed in Future Electronics’
state-of-the-art System Design
Centers. World-class distribution
centres also provide the backbone
for exceptional quality and delivery.
“These are among the global
advantages that we are bringing to
Asia, where we will recruit, train and
motivate future leaders of the
organisation,” says Y.H. Chin,
managing director for Asia-Pacific.
“We also aim to build relationships
with promising suppliers whose
strategies and principles are aligned
with our own.”
Future Electronics is also
investing in an innovative vertical,
Future Lighting Solutions, which
focuses on adding value to
customers’ businesses by showing
how emerging lighting and control
technologies create enhanced
efficiency, productivity and fresh
revenue streams. With
Future Lighting Solutions’
vision to be the leading
provider of solutions for
lighting in Asia, the
company sees key areas of growth in
indoor and outdoor markets.
“People are moving to China and
Asia no longer because of low costs,
but because of the increasingly
better quality and stronger
engineering there,” Ruth says.
“We strive to become experts in
our customers’ businesses and be
able to offer a level of expertise that
is unrivalled in the industry. We are
also working to attract and hone
people who are experts in those
areas not only in terms of the
products, but also their design, so we
can offer a value proposition that no
one else can offer.”
Doing business in Asia for
more than 20 years, the company
plans to triple its sales in the region
within five years and focus on
becoming a leading brand in the
electronics industry.
“Future Electronics is investing in
the Asia-Pacific marketplace with a
view on long-term success,” Ruth
says. “We are looking for
customers, suppliers
and other interested
parties who want
to participate in
that success.”
Friday, February 21, 2014 S3
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Bombardier propels towards
Asia with aerospace innovations
N
othing says “business
mobility” better than a
Learjet, the aircraft that
shaped the business jet
industry with its
streamlined form, advanced features
and unparalleled performance. Fifty
years into service, the brand has
become even more iconic,
transporting world leaders and
achievers more quickly, productively
and safely – thanks to Bombardier
Aerospace, the name behind the
modern Learjet family.
“Over the years, Bombardier has
identified a niche that was not being
served. From there, it was able to
design a product that pursued that
niche competitively – from an
operating cost perspective and from
an acquisition cost perspective,”
says Michael McAdoo, vicepresident for strategy and
international business development.
“Today, Bombardier’s product
family has an aircraft for every
business application. For instance,
our latest products, the Global 7000
and 8000, are the longest-range
business jets available.”
The company’s commitment to
innovation is reflected by its aircraft
programme management, which
manufactured the first clean-sheet
commercial aircraft in the last 10
years. The CSeries, dubbed the future
of Bombardier from a commercial
aircraft perspective, is targeting a
very specific niche.
“The CSeries is the ideal
commercial jet in the 100- to 149-seat
market, featuring 20 per cent better
fuel consumption and 15 per cent
better cash operating cost in its
class,” McAdoo says. “It shows the
long-term perspective of the
company. While some manufacturers
and market segments have
abandoned their new aircraft
programmes amid the economic
recession, Bombardier has continued
investing because we know this will
be a great programme for us over
the long term.”
Having been active in Asia for
more than 40 years, Bombardier
envisions the CSeries as a pivotal
instrument in developing the region’s
aviation infrastructure. It sees China,
in particular, as among the countries
that will benefit the most from the
aircraft’s advantages.
Bombardier has an aerospace
office in Shanghai, providing a
window to China. It has also selected
civilian and defence aircraft
manufacturer Shenyang Aircraft
Corporation as the supplier for the
CSeries aircraft’s centre fuselage.
“Establishing a local presence
gives us a deeper insight and a better
understanding of the China market,
and access to a great resource for
homegrown talent,” McAdoo says.
“China is so distinct that we
approach it like our second home. We
even have a full-time Bombardier
Aerospace executive committee
member working in the Shanghai
office with a full support staff – this is
part of how we do something quite
specific for China that we do for no
other region.”
China is forecast to represent
roughly 20 per cent of the world
demand over the next 20 years in both
of Bombardier’s segments. Other
ongoing projects in the region include
Bombardier’s long-term collaboration
with Commercial Aircraft Corporation
of China (COMAC) that leverages
commonalities between the CSeries
and the bigger C919, a six-abreast
aircraft with 160 seats. The company
also supports the ARJ21, a smaller
Chinese regional jet, as a strategic
partner.
“From a business and product
strategy perspective, the products
are essentially universal – what
works in a Chinese context works in
most other places. A key to
innovation is finding the right local
partners for the right applications,”
“Our terminals service all major
trade routes and are critical ports-ofcall for our customers,” says
Stephen Edwards, president and
CEO. “The Asia-Pacific trade for
Canada and the United States
Midwest is handled through
Vancouver, and New York/New
Jersey is the first east coast call for
Asian importers.”
Designed to support the growing
Asia-Pacific trade to North America,
Deltaport’s HK$2.9 billion third berth
expansion completed in 2010 allows it
to service the largest ships transiting
the major trade lanes and calling Port
Metro Vancouver (PMV).
GCT works with terminal partners
to ensure seamless road and rail
connections, reaching more inland
destinations. PMV’s HK$509 million
infrastructure project will improve
truck access and increase rail
efficiency and capacity. GCT’s strong
service level agreements with the
Canadian National Railway and the
Canadian Pacific Railway enable
quick, direct service to the US
Midwest in less than four days.
“We continue to handle an
increasing proportion of US
destination rail because of our better
costing and service certainty,”
Edwards says.
GCT will unveil its HK$2 billion
state-of-the-art expansion at Global
in the second quarter this year. The
facility will be a hub for advanced
technology implementation,
equipment arrivals, commissioning
and training. Once completed, Global
will feature the highest productivity of
any terminal in North America, with a
strong focus on efficiency and safety.
“Global will be the first semiautomated terminal in the harbour.
This will enable us to improve
turnaround time, approximately
33 per cent faster than our
competitors,” Edwards says.
Olymel takes on China’s
growing fresh pork market
With its abundant space and supply
of water and grain, Canada is fastbecoming one of the world’s
breadbaskets. Olymel combines this
bounty with technology, efficiency
and strict quality controls to emerge
as one of the leading suppliers of
meat products worldwide.
The company is one of the
largest providers of fresh and
processed pork and poultry products
in Canada and the United States.
While it is renowned throughout
North America under the Olymel,
Lafleur, Flamingo, Prince and Galco
processed meat brands, its fresh
pork meat under the Olymel brand
reaches more than 60 countries in
regions such as Oceania and Asia.
“We have always positioned
ourselves ahead of the industry in
terms of technology, cost, food safety
and other parameters to fulfil our
commitments to customers across
the markets,” says Richard Davies,
Olymel’s executive vice-president for
sales and marketing. “This approach
is critical to our success given the
volumes we work with.”
With almost a century of history
in maintaining the highest quality
standards, Olymel has gained the
trust of discriminating Japanese
clients early on. The company
started exporting highly customised
fresh pork meat cuts into Japan in
the 1970s. While following strict
world quality guidelines, Olymel also
opens its doors to regular client
audits. The company’s full
compliance with the Canadian Food
Inspection Agency and adoption of
Safety Quality Food management
systems ensure complete monitoring
across the whole value chain.
Olymel’s performance has been so
consistently exceptional that clients
have stayed with the company for
more than 30 years.
“Our food safety system is wellrecognised around the world,” says
François Guité, Olymel’s vicepresident for sales of fresh meats.
“When you buy a box of Olymel,
expect the same quality whether you
got it today or two years ago. It will
always be the same product we
agreed to sell you.”
With Olymel’s history of success
in the Japanese market, the
company will move forward into
China and replicate the triumph it has
found in Japan. China’s penchant for
pork meat combined with its rising
incomes has prompted Olymel to
closely study the dynamics of the
China market.
“The big frontier is China,”
Davies says. “We need to get as
close to that market as possible with
the right partners to optimise costs,
shelf life and other factors.”
Keen on putting up an office in
China, Olymel welcomes meat
processors and other importers who
have the distribution network that
covers retailers or food service
providers in the country.
“We are exploring all avenues,”
Guité says. “China is like many
countries within a country, so we are
figuring out the best business model
for that market.”
Olymel has the production
capacity to take on any additional
demand from the mainland. With its
expansion programme, the company
has pulled up weekly slaughter and
processing capacity to 160,000 pigs
and 1.7 million poultry.
Its acquisition of Big Sky Farms in
January last year gave Olymel
access to breeding herd and boar
studs, maternities, feed mills and
transport facilities of Canada’s
second-largest hog supplier. Big Sky
Farms can produce 1 million hogs
annually from farms conveniently
located near Olymel’s Red Deer
plant.
Olymel also invested C$37 million
(HK$261 million) to expand its
Cornwall facility in June last year.
The undertaking added 70,000 sq ft of
space, a continuous smokehouse
and a biological reactor designed to
increase wastewater treatment and
purification capacity.
“We have the head start on
everybody in becoming a major
global supplier,” Davies says. “We
see a perfect fit between our
capabilities and the growing demand
from Asia, especially China.”
We have always positioned
ourselves ahead of the
industry in terms of
technology, cost,
food safety and other
parameters to fulfil our
commitments to customers
across the markets
Our food safety system
is well-recognised
around the world.
When you buy a box
of Olymel, expect
the same quality whether
you got it today or
two years ago
Richard Davies
Executive vice-president
for sales and marketing
François Guité
Vice-president
for sales of fresh meats
Michael McAdoo, vice-president for strategy and international
business development
World-renowned consultants
key to SRK’s 40-year success
Global Container Terminals: Bigger
gateway to more destinations
In a world that expects
instantaneous delivery, no company
is better prepared to keep pace than
Global Container Terminals (GCT).
Determined to provide the fastest
sea-to-land turnaround time, GCT
stays ahead of industry demand by
making customer service,
productivity and efficiency its
top priorities.
Backed by the Ontario Teachers’
Pension Plan, one of the largest
financial institutions in Canada, GCT’s
four terminals are strategically
located in key North American
commercial hubs.
The company’s Deltaport and
Vanterm facilities are situated in
Vancouver, the primary west coast
gateway to the Pacific. GCT’s Global
Terminal (Global) and New York
Container Terminal in the New York/
New Jersey harbour serve the most
concentrated and affluent market on
the east coast.
McAdoo says. “We consider airlines,
the aerospace services sector,
manufacturers, investors and others
who want to grow with us – that is
how we make partnerships work.”
Recognising similar demand
across Southeast Asia, the company
has established a strategic regional
hub in Singapore, where it also runs a
maintenance, repair and operations
facility. It looks forward to
strengthening its presence in other
emerging markets such as Indonesia
and Malaysia.
“Asia will be seeing a lot of
Bombardier in the coming years. We
want to be present locally in every
major market we operate,” McAdoo
says. “The future is clear for
Bombardier, and it is teeming with a
wide range of business jets and other
fresh, attractive aircraft such as the
Learjet 85. We also look forward to
continuing our Q400 and the CRJ
aircraft programmes, and taking the
CSeries to greater heights.”
Stephen Edwards, president
and CEO
“Decreased port stays translate to
increased customer satisfaction.”
Unrestricted by air and water
draft, Global is the closest terminal to
the port entrance and the only facility
in the New York/New Jersey area
servicing the large vessels transiting
the Panama and Suez canals.
Committed to a culture of
operational efficiency, GCT continues
to improve its service levels, leading
the industry into the future.
When asked what makes SRK
Consulting so successful, Dr James
Siddorn says confidently, “Our
people.” Considering the company
is celebrating its 40th anniversary
this year, Siddorn’s answer is
a believable one. He is referring
to SRK’s world-renowned
consultants. And he should know –
he is one of them.
“Our clients choose us,” says
Siddorn, who serves as vicepresident of SRK’s Canadian offices,
“because they know they will get
quality technical advice and services
within their jurisdiction.”
To achieve this, SRK takes a
twofold approach.
First, it employs local experts who
have in-depth knowledge of an
area’s legislation and culture.
Second, the company encourages
these experts to create customised
teams by working with other
specialists from more than 50 SRK
Dr James Siddorn,
vice-president
offices worldwide. This approach
requires the company to manage
its growth around market demand,
client needs and talent.
“We focus on high-value
consultancy,” Siddorn says, “where
we work with interesting projects
that are more challenging and
produce solutions for clients
that are more innovative.”
SRK believes it is precisely
this blend of opportunity and
innovation that attracts the talent
who, in turn, drive the company’s
success and growth.
For example, to take advantage
of the growing demand for resource
consulting in Asia, the company
opened an office in Hong Kong last
year. The office was quickly staffed
with consultants known for their
expertise and ability to service the
Chinese and international markets.
SRK Hong Kong now complements
the company’s presence in
Indonesia, Mongolia and Australia.
“No matter where or what types
of projects we work on, we know
the best solutions are delivered by
the best people,” Siddorn says.
“That’s our focus.”
S4 Friday, February 21, 2014
SPECIAL REPORT
Sponsored section in co-operation
with Discovery Reports
Lower medicine
costs at higher
pharmaceutical
standards
P
roviding greater access to
quality yet affordable
health care has become a
necessity to nations
worldwide. Rising to the
challenge in the pharmaceutical
segment, Canadian company ACIC
Group positions itself as a trusted
partner that can help companies
widen their reach and provide
economical solutions to health
care concerns.
“Many new drugs are more
complicated to develop, and
regulations are getting more
stringent,” says ACIC president
Luciano Calenti. “If we want to
support health care systems around
the world, we need drugs that are
more competitive than those
currently available on the market.
Asia has the potential to supply
a big portion.”
Initially providing active
pharmaceutical ingredients (APIs)
and antibiotics to the United States
and Canadian markets, ACIC has
expanded its portfolio to provide
a full spectrum of services across
four divisions: fine chemicals,
pharmaceuticals, biosimilars and
machinery. Operating for more than
40 years, ACIC lends its extensive
expertise to pharmaceutical suppliers
in order to help increase their
standards in the quality
manufacturing of industry-compliant
products.
The company acts as a bridge
linking suppliers and end-product
manufacturers. Sharing its
knowledge on the fastest and most
efficient way to enable companies to
take their products to market, ACIC
provides partners with APIs, contract
manufacturing services, process
development and optimisation,
clinical services, and finished dosage
forms from facilities approved by
Current Good Manufacturing
Luciano Calenti, president
Practices (CGMP) and inspected by
the Food and Drug Administration
(FDA).
Renowned in the industry for its
commitment to health care, ACIC was
recognised at the 2012 Contract
Manufacturing Organization (CMO)
Leadership Awards in the categories
of innovation, productivity and
regulatory. Only companies in the top
25th percentile of more than 200
CMOs worldwide were selected to
receive awards.
Adopting a global development
approach, ACIC is partnering with
companies from around the world.
“We are not a multinational company,
but we think and act like a
multinational company through our
strategic alliances,” Calenti says.
Aside from working with
American and Canadian companies,
ACIC collaborates with European,
Middle Eastern and Asian firms. ACIC
has taken a particular interest in Asia,
as it exhibits a strong appetite for
manufacturing and exporting
products. ACIC assists exclusive
suppliers in export readiness,
territorial expansion and profitability.
“Only a small percentage of Asian
companies are able to meet the strict
requirements of the more highlyregulated pharmaceutical industry.
We would like to increase those
numbers by changing the mindset of
the industry to include, for example,
the idea of teamwork in which a
person at the bottom is as equally
well-trained as one at the top,”
Calenti says.
As ACIC continues to help Asian
pharmaceutical companies meet
industry standards, its sister
company, Methapharm, sees
opportunities for distributing niche
pharmaceuticals and medical
devices in this market. With approvals
and pending licence registrations for
Provocholine – its bronchial airway
hyper-responsiveness product – in
Japan, Taiwan and South Korea,
Methapharm plans to introduce it to
Chinese and other Asian markets.
ACIC has been forging
partnerships in China for more than 20
years and has developed good
relations with a number of the
country’s pharmaceutical companies.
“We’re working together with China.
While they are being proactive in
cleaning up the environment, we’re
helping them meet regulatory
standards,” Calenti says.
For example, ACIC helped
Hangzhou Zhongmei Huadong
Pharmaceutical pass CGMP
certification and FDA inspection.
Another company, Hainan Hailing
Pharmaceutical, underwent its first
FDA inspection last month. In
addition, three other Chinese
companies will be ready for FDA
inspection this year.
“Chinese companies, having a
reputation in many cases for being
merely the most inexpensive choice,
need to demonstrate how good price
can be matched with good quality.
This is one of our most important
business objectives,” Calenti says.
Hibar advances automation
in key global industries
The long-term prospect for growth in
industrial automation remains strong
globally. Hibar Systems continues to
innovate, enabling the world’s leading
blue chip, multinational companies to
increase their manufacturing
competitiveness. With strong annual
growth, Asia is seeing a significant
demand for industrial automation
technologies, and the Canadian
technology powerhouse looks to bring
more of its expertise into the region,
particularly in China.
“What makes Hibar a preferred
partner is the complete vertical
integration of our operations,” says
president and CEO Iain McColl. “This
means that we can be a one-stop
partner for the complete automation
lifecycle, starting from concept design
through final installed and
commissioned automation systems.”
Built on a solid engineering
foundation, Hibar is equipped to
handle distinct automation and
development projects, including the
most complex, high-speed automated
assembly systems. The company has
nearly four decades of expertise in
precision liquid dispensing, filling
systems and custom factory
automation.
Hibar is renowned worldwide for
its precision liquid dispensing pumps
Iain McColl, president and CEO
and high-speed integrated battery
assembly solutions. It has an installed
equipment base in China, Japan,
Malaysia, South Korea, Europe and
North America.
Hibar has diversified significantly
to offer its automation solutions and
manufacturing expertise to leading
players in the food, cosmetics,
consumer products and
pharmaceutical industries. With more
than 90 per cent of its business being
export-based, Hibar is focused on
building a strong reputation as a
supplier of innovative solutions to
these industries in China and Asia.
Recognising the importance of
Asia early on, Hibar established a
subsidiary in Ningbo in 2003 to
better service its increasing
customer base in China. With the
growth of projects in southern China,
Hibar further strengthened its
commitment to existing and potential
customers with the opening of a
second sales and service office in
Foshan this year.
“We intend to build Hibar China
into a full-scale production facility in
line with our goal to manufacture our
solutions and systems in China for
China,” McColl says.
Blixitt’s biochemical solutions refresh
wastewater systems throughout Asia
As urban establishments, such as
hotels and restaurants, mushroom
throughout Asia, municipal
wastewater treatment systems
struggle to keep up. Expensive to
maintain and repair, these systems
can pose significant public health
hazards when breakdowns are
unattended. Blixitt brings costeffective and efficient biochemical
solutions for wastewater treatment to
Asia, as it has successfully done in
Canada and the United States.
“Although we can present a
solution for an immediate problem,
we prefer to incorporate an
economically sustainable
preventative solution – treating
wastewater as far upstream as
possible before it even gets to
the treatment plants,” says Marcus
Paul, president.
Blixitt’s solutions clear up and
prevent clogs in a city’s wastewater
systems, offering at least 30 per cent
in savings compared to traditional
methods. These solutions use a
Marcus Paul, president
patented combination of bacterial
strains and time-released oxygen to
break down clog-causing fat, oil and
grease. Toxic, odour-causing
hydrogen sulphide levels are virtually
eliminated, significantly reducing and
reversing the need for wastewater
system maintenance and repair, and
benefiting public health and safety.
With a presence in Hong Kong,
the company looks to extend the
reach of its services to the mainland
and Singapore where it has
discussed the merits of its solutions
with Singapore’s national water
agency, PUB. The agency is
favourable to Blixitt’s approach,
which reduces the city’s resources
that are directed to chemically
treating organic wastewater. The
company is conducting field trials
in Singapore.
Blixitt was awarded a Hong Kong
Green Label Award in 2009 that
certifies its solutions as non-toxic. It
also won the Asia Green Award at the
2013 Hotel Expo held in Macau.
Blixitt seeks distribution partners
in Asia with service- or solutionbased sales for the wastewater
treatment market. It will also consider
local manufacturing partners to
further its Asian expansion plans.
“Pre-treating wastewater not only
protects our health and safety but
makes economic sense,” Paul says.
Friday, February 21, 2014 S5
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Solace middleware appliances Living Realty opens
simplify big data distribution opportunities for
To seize the opportunities presented
by big data, cloud computing or the
“Internet of Things”, a company must
be ready to efficiently manage very
large amounts of information.
Leading messaging middleware
appliance maker Solace Systems
simplifies the movement of data
across distributed applications,
sensor networks, mobile devices and
all kinds of enterprise information
technology (IT) systems.
“We make it easier to establish a
real-time flow of information
between the countless devices,
applications and databases that
modern enterprises rely on to
conduct business and serve
customers,” says Craig Betts, CEO of
Solace Systems. “Our marketleading appliances reduce the cost,
complexity and footprint of your IT
infrastructure by unifying all kinds of
data distribution into one platform.”
The company’s appliances
support Java Message Service,
Message Queuing, low latency and
persistent messaging over local area
networks, long-distance Wide Area
Solace is the leading supplier of messaging middleware
appliances.
Network links, and the internet. Each
Solace appliance can route millions
of messages a second and can be
divided into dozens of virtual
messaging platforms to securely
support many applications. That
means each appliance can
replace dozens of servers running
messaging software, which
translates into a more compact and
less complex system.
Solace products have earned the
trust of leading banks, government
agencies, telecommunications and
transportation companies around the
world. In Asia, Solace has been
deployed by many leading
companies, including the Korea
Exchange, Standard Chartered Bank
and Hong Kong Jockey Club.
“I particularly enjoy working with
Hong Kong’s innovative IT
community because it’s so
international and diverse.
It’s like doing business all over the
world in one city,” Betts says.
“For example, Hong Kong Jockey
Club’s chief information officer,
Christoph Ganswindt, was
formerly CIO of Deutsche Telekom
and also Lufthansa.”
Solace has established
partnerships with regional consulting
partners such as Hong Kong-based
Serisys Solutions and Sonivy
Technology. It welcomes new
partners to help more Asian
businesses overcome the
challenges associated with
big data, cloud computing and the
“Internet of Things”.
Humber expands its dynamic
polytechnic education throughout Asia
Polytechnic education provides a
comprehensive range of
postsecondary credentials, and
unlocks global opportunities for
learners. This is why Humber
College Institute of Technology &
Advanced Learning, a publiclyfunded institution in Toronto,
emphasises international education
in its inclusive teaching model. The
college also reflects the cultural
diversity that has helped shape
Toronto into one of the
fastest-growing economic regions
in North America.
“In the modern economy, people
are more and more likely to change
careers multiple times,” says Chris
Whitaker, president and CEO of
Humber. “We prepare our students
to be lifelong learners in an
international context so they can be
successful in their local
communities and in the global
economy.”
Some 25,000 students are
enrolled full-time at Humber, which
is the largest college in Canada. It
has eight academic schools offering
170 full-time programmes that lead
to globally-recognised credentials
ranging from diplomas to degrees
and postgraduate certificates.
Humber is bringing its distinctive
teaching model to Asia through
focused partnerships in the region.
Building on its long-standing
partnership with Ningbo University
in Zhejiang province, the institute
has connected Xiamen’s Jimei
University, Taiwan’s National
Kaohsiung University of Hospitality
and Tourism, and the Hong Kong
Polytechnic University to its
international network.
This has drawn an increasing
number of Chinese students to
Humber, where they have the
opportunity to earn in-demand
credentials such as a diploma in
business administration or
hospitality and tourism management
within three years. Staff and
students in Toronto are similarly
immersed in Asian culture and
business practices through
continuing exchange programmes.
“It’s a meaningful experience for
our faculty to live and work in
China,” says Diane Simpson, dean
of international affairs. “They
develop a better understanding of
the challenges that international
students face in a Canadian
classroom and share their insights
with other faculty.”
The experience is just as
enriching to the students. Xia Wei, a
postgraduate student of global
business management who interned
with a skylight manufacturer in
Toronto and joined a study tour to
Finland during the summer,
appreciates the practical
knowledge he has gained.
Mai Yudong, a third-year student
in the human resources
management degree programme,
values the camaraderie prevalent at
Humber. Both students are from
China and among Humber’s
3,000 international students from
more than 106 countries who have
access to vibrant communities
within campus residential facilities.
Although we’re
preparing students
for careers in
specific industries,
we also cultivate
the softer skills
they need to be
successful in the
workforce
Chris Whitaker
President and CEO
“Although we’re preparing
students for careers in specific
industries, we also cultivate the
softer skills they need to be
successful in the workforce, such as
teamwork, critical thinking,
problem-solving skills,
communication and interpersonal
skills,” Whitaker says. “Being aware
of the sensitivities of working in
different cultures expands their
thinking, and appreciating those
differences prepares them to be
global citizens.”
Through the five-year Sulawesi
Economic Development Strategy
Chris Whitaker, president and CEO
(SEDS) project, Humber is
implementing a capacity-building
programme in partnership with
seven universities in Indonesia.
Funded by the Canadian
International Development Agency
and Humber, SEDS aims to develop
support networks for small- and
medium-sized enterprises in
Sulawesi, where steady
employment opportunities are
lacking. With its partners, Humber is
designing and delivering applied
entrepreneurship education so that
more local graduates can start their
own businesses.
“Like Ningbo University in
China and many of our other
partners, we look at this as a
long-term partnership based on
mutual trust and understanding, and
a focus on students’ success,”
Simpson says.
Humber also aims to intensify its
industry collaboration with
international businesses based in
China and Southeast Asia. The
institute’s expanded degree
programmes, which have strong
internship components, open more
pathways to employment.
“We have to be innovative as an
institution in order to effectively
meet students’ needs and be able to
respond to the ways students learn,
because that’s changing all the
time,” Whitaker says.
Perpetual Energy offers spectrum
of investment opportunities
Perpetual Energy is keen on Asian
investors who are raising their stake
in Canada’s oil and gas industry. With
large-scale pipelines in the offing,
Canada’s resources will be readily
accessible to China, India and
Southeast Asia. Perpetual Energy
has a range of highly productive and
high-potential assets in its portfolio
for long-term investors.
“We’ve built a diversified
company and have new creative
technology ideas that we’d like to
share with investors who are willing
to invest alongside us to unlock large
resources,” says Susan Riddell
Rose, president and CEO of
Perpetual Energy.
The company’s portfolio is
entirely in Alberta and includes
heavy oil, shallow natural gas, liquidrich gas assets and significant
bitumen resources in place. It
produces about 100 million cubic feet
per day of natural gas, and about
3,500 barrels per day of oil and
natural gas liquids (NGL). Cash flow
is also generated from an operated
gas storage facility in central
Alberta, which has an operational
life of 30 to 50 years.
Through proven exploitation
strategies and technological
enhancements, Perpetual expects
increasing value from its Mannville
heavy oil fields and NGL
developments in the greater Edson
area over the short to medium term.
For the longer term, Perpetual has
exposure to a vast shallow shale gas
resource in eastern Alberta. Seven
bitumen projects are likewise
advancing, including the pilot-testing
of a more energy-efficient
technology called Low-Pressure
Electro-Thermally Assisted Drive
(LEAD).
“We are looking for partners to
help evolve some of our technology
initiatives,” Rose says. “The value
potential will be significant when we
unlock the large resource base
captured in our heavy oil, gas and
bitumen assets.”
Perpetual has won
government funding for
LEAD through Alberta’s
Innovative Energy
Technologies Program. The
company is eyeing a joint
venture with Asian investors
to accelerate its bitumen
work plan. It can also
Susan Riddell Rose,
president and CEO
supply dry natural gas within North
America.
“Longer-term thinkers, who can
get through the three to four years of
required technology advancements,
will be happy investors ultimately,”
Rose says.
Asian investors
C
anada remains a popular
destination for real estate
investments among
corporate and individual
Asian investors. Chinese
immigrants, in particular, understand
the value of Canadian real estate as
long-term investments. With its
founder’s roots in Hong Kong, Living
Realty has served as a bridge
between Asian investors and the
Canadian property market for more
than 33 years.
“Since day one, our company
has primarily been considered as
one that serves immigrants, and we
have never left those roots,” says
Stephen Wong, founder and
chairman of Living Realty.
“For newcomers who have never
invested in real estate or bought a
house, we provide complete
consultation and a one-stop shop for
real estate and subsequent
management of those assets.”
From its beginnings in 1980 as a
resell brokerage company, Living
Realty has grown into Canada’s only
fully integrated real estate
brokerage and property
management company that sells
and resells new and existing real
estate properties.
The company has made a name
for itself by serving clients from
Hong Kong and the mainland with
an interest in investing in the greater
Toronto real estate market. With
more than 80 per cent of its agents
coming from Asia, the company is
able to better understand the needs
of its clients.
“Hong Kong investors
appreciate the steady pace of
growth in the real estate market in
the last 10 years,” Wong says. “This
has created a lot of interest in being
part of Canada’s long-term real
estate gains.”
Living Realty also serves
mainland Chinese immigrants and
investors who are increasingly
looking to invest in Canadian
properties, ensuring that its agents
are either from the mainland or
Since day one,
our company
has primarily
been considered
as one that
serves immigrants,
and we have
never left
those roots
Stephen Wong
Founder and chairman of
Living Realty
fluent in Putonghua. The company
also markets Canadian real estate in
Taiwan, Singapore and Thailand.
“Since the properties are in
Canada, we must go to Asia to
explain the projects to prospective
clients,” Wong says. “This
gives them peace of mind that
they can invest here and get
reasonable returns.”
Living Realty has strong ties with
Hong Kong’s leading brokers and
property developers, which are
exemplified by projects such as the
premium residential condominium
on the corner of Yonge and
Wellesley in downtown Toronto. The
company worked with Hong Kong
investors to convert an office
building into a condominium. Living
Realty and its associate companies
also represented Henderson
Developments (Canada) in the
construction, marketing and
management of a major Toronto
condominium project.
Living Realty is the only real
estate company in Canada that
offers this comprehensive range of
services before and after the
completion of a project. “We are
servicing our clients from start to
finish. That’s the difference between
our company and our competitors,”
Wong says. “An important part of
servicing clients is the linkage
between the time when they buy
and sell. Someone has to look
after the property, and that’s why
we’re here.”
Living Realty provides this
service to individual investors and
commercial clients such as
prominent Canadian developers
Menkes, Fernbrook Homes,
Urbancorp Developments, Liberty
Development and many other major
property developers.
As it continues to look six
months ahead in terms of new
projects, Living Realty is planning to
open up more opportunities for
Asian investors, including
subdivision homes in downtown
Toronto and condominiums in North
York and downtown West End. The
company welcomes the opportunity
to be part of more joint venture
development projects in Toronto
with other investors from Hong Kong
and across Asia.
“We’re always open to
opportunities, and we are able to
handle investments of any size or
manage any kind of property,” Wong
says. “We’re well-connected in the
local communities, and we have the
ability and expertise within our
organisation to deal with whatever
our clients require.”
S6 Friday, February 21, 2014
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Toronto is North
America’s next
global hub
T
aking inspiration from
KLM’s hub structure in
Amsterdam, Air Canada is
positioning Toronto Pearson
International Airport as
North America’s next global hub.
Despite a relatively small home
base, KLM operates 132 destinations
from Amsterdam’s Schiphol airport.
This is driven by sixth freedom flow
traffic, or connecting passengers,
who account for 70 per cent of
KLM’s international passenger
volume.
Similarly, excellent geographic
positioning makes Toronto Pearson
ideal for passengers transiting
between South America and Asia,
and on North America-Asia/Europe
routes. As Canada’s biggest airport
and among the largest in North
America, it generates the secondlargest international passenger traffic
in the region. Toronto’s stature as
Canada’s largest city and financial
powerhouse supports this. It is home
to 5.5 million people across the
Greater Toronto area alone.
“We have a great local base that
drives the demand,” says Benjamin
Smith, Air Canada’s executive vicepresident and chief commercial
officer. “Toronto is one of the
largest cities for Asian expats, and
we have a lot of links with Asia that
gives us a fantastic base to grow the
home market.”
Air Canada has dedicated
transborder and international Maple
Leaf lounges at Toronto Pearson.
From there, it operates up to 380 daily
flights and serves up to 136
destinations worldwide. United
States-bound passengers get their
baggage checked through, while US
pre-clearance is automated for some
5 million US and Canadian passport
holders. They simply insert their
passports into a kiosk, respond to the
declaration questions and finalise the
entry and inspection process with a
US Customs and Border Protection
(CBP) office right there.
Automated Passport Control
(APC) at Toronto Pearson, a joint
undertaking of CBP and the Greater
Toronto Airports Authority (GTAA),
began in December. APC use in
airports has generally led to a
36 per cent decrease in average wait
times, based on CBP monitoring.
“If you are a normal business
person, 9.5 times out of 10 you
shouldn’t have to retrieve your bag,”
Smith says. “This is a huge
advantage over going through
the US. It saves time, saves stress.
You don’t have to worry about it,
and it’s all done in one building here
in Pearson.”
The experience would be much
easier for US and Asian businessmen
than connecting from New York or
Chicago to reach inner cities in the
US. Likewise, going through
California tends to be timeconsuming.
Air Canada is well-positioned for
this market because of its reach. It
has 11 flights a day from Canada that
serve five points in Asia – Seoul,
Beijing, Shanghai, Hong Kong and
Tokyo – with frequencies increasing
every year.
“We want to capture a greater
share of the US market, as it will drive
a lot of the growth we’re looking for,”
Smith says.
As the largest foreign carrier
flying to the US, Air Canada has
invested in this aspiration. It flies to
almost 60 points in the US and has
attracted a bigger share of
passenger traffic to Asia. For
instance, it flies the Boston-Toronto
route eight times a day because of
scant Asian connections offered in
Boston. Travel time is also shorter
through Toronto than through
Chicago.
“Flights to Asia will cross the
North Pole on their path,” Smith says.
“So if you live in the eastern part of
the US, you will fly over Toronto.
If the ground time is the same as in
Chicago or New York, you’re still
going to save time because
you’re not going out of the way in
most cases.”
Air Canada is the only airline that
serves all three major New York-area
airports from Canada. It has three
daily flights between Toronto Pearson
and New York’s John F. Kennedy
International Airport. To serve
increasing traffic from New York’s
LaGuardia Airport, the airline fields 14
flights a day to and from Toronto,
making this route an important option
for business travellers going to
Europe or further on to Asia. Overall,
Air Canada operates 38 flights a day
to the New York metropolitan area
from Toronto, Montreal, Ottawa,
Calgary and Vancouver.
“There’s strong liberalisation in
terms of air rights between Canada
and most of the Asian countries, so
we have the added advantage that a
lot of US carriers don’t have,” Smith
says. “We still have the ability to add
service, frequency and capacity to
most of the markets.”
For instance, as Canada’s flag
carrier, Air Canada can double flight
frequencies to China and add more
destinations on the mainland without
the need for bilateral negotiations.
Given its approved destination status
with the central government, Canada
is doubly attractive and accessible to
many investors and tourists from
the mainland.
Asian airlines reaching
capacity limits on flights to the US
could also explore partnerships with
Air Canada to fulfil rising demand in
this segment. Flight frequencies
between Hong Kong and Canada
can be quadrupled should the need
arise. Additionally, Air Canada rouge,
a new leisure airline, serves 23
holiday destinations in Europe, the
Benjamin Smith, executive vice-president and chief commercial officer
Caribbean, Mexico, Florida,
Las Vegas and Central America.
Air Canada’s partnership with United
Airlines and Lufthansa gives it the
home advantage in Europe and the
US. The three airlines’ co-ordinated
approach on pricing, inventory
management and fleet deployment
has successfully tapped the
increasing demand for a seamless
travel experience. With additional
partners such as Austrian Airlines,
Brussels Airlines and Swiss
International Air Lines joining the
venture, the possibilities are endless.
“To most business people, it
comes down to, ‘do you go where
they want to go and when they
want to go?’,” Smith says. “With
Air Canada, they have the comfort
of knowing that their expectations
will be met.”
Inspired by a 21 per cent increase
in sixth freedom US traffic at Toronto
Pearson, the airline is partnering in a
big way with the GTAA on making the
airport much more transfer
passenger-friendly. It entered an
enhanced commercial agreement
with the airport authority in October
last year that commits both parties to
passenger service improvements
such as baggage delivery and
aircraft de-icing wait times.
Building on a leading brand
It is clear that Air Canada’s
international growth is driven by
major investments in route and fleet
expansion. The delivery of
Boeing 777s last year marked the first
significant wide-body expansion in
10 years. With the overlapping
availability of 37 Boeing 787s until
2019, Air Canada attains a lower cost
structure due to the increased
number of seats and in the case of
Boeing 787s, the added benefits of
improved fuel efficiency and lower
maintenance costs.
About C$1.5 billion (HK$10.6 billion)
has been invested towards offering
more than 43,000 seats on AsiaPacific routes per week. These
include three weekly flights on a new
Toronto-Seoul route, 10 weekly flights
from Toronto to Beijing, and 11 weekly
flights on the Vancouver-Beijing route
since June last year. The airline also
began deploying its new Boeing 777
in November last year on the
Vancouver-Hong Kong route.
With Dreamliner service from
Toronto to Tokyo-Haneda starting in
July, Air Canada will be operating the
most flights between Canada and
Japan. Starting this summer, nonstop
service from Calgary to Tokyo-Narita
will be increased from three times
weekly to daily, just like on the
Toronto-Narita and Vancouver-Narita
routes. The new Toronto-Haneda
route is ideal for business travellers
because the airport is just 30 minutes
from downtown Tokyo.
The airline’s goal is to add
1.1 million international passengers
per year from its Canadian hubs.
This will be achieved through
increased frequencies of Boeing 777
and Dreamliner service to Asia,
gradually replacing the 767s being
used. Meanwhile, the 767s will
become the standard aircraft for
Air Canada rouge’s leisure
destinations, with some Boeing 777s
also coming into service during peak
season.
As the natural gateway to the
Pacific, Vancouver remains integral
to Air Canada’s international growth
strategy. It is the base for nonstop
services to Hong Kong, Beijing,
Shanghai, Seoul, Tokyo and Sydney.
Through a code-share agreement
with Air China, six secondary
destinations on the mainland are also
within reach from Vancouver.
The upcoming peak summer
season will see more flights between
Vancouver and Asia, particularly
daily service to Seoul instead of four
weekly, and more seats to Tokyo with
the expected delivery of five new
Boeing 777s and three new
Boeing 787s.
Air Canada rouge service from
Vancouver will also start within the
year. The target is to raise capacity
from 23 to 40 routes by the end of the
year, with 50 aircraft to be deployed
by next year.
“Growing Air Canada into an
international global carrier is one of
our top priorities across the whole
corporation,” Smith says.
“We are incredibly delighted to
invite the world of opportunities to
and from Canada. Looking at the
assets at our disposal and the
opportunities that lie ahead, we are
excited to help shape the future of air
travel from a North American
perspective. Hearing from
customers who are experiencing
what we offer and what we envision
gives us all the confidence.”
Air Canada unveils the future of premium travel
Air Canada redefines luxury and
comfort in business travel with the
unveiling of its Boeing 787
Dreamliner fleet this year. The move
is highly anticipated, as it marks the
airline’s next great leap.
Its Dreamliner service to Asia
will be launched through the
inaugural Toronto-to-Tokyo-Haneda
flight on July 1.
The new route will be available
daily – the only nonstop flight
between Canada and TokyoHaneda, and the first daytime flight
to Tokyo-Haneda from North
America.
As Asia-Pacific has been the
fastest-growing market segment in
the airline’s business since 2012, it
will be the major destination of Air
Canada’s Dreamliners. This will help
establish Toronto as a preferred
North American gateway, given
synergies with major hubs in
Vancouver, Calgary and Montreal
that serve a rich base of Canadian
travellers and increasing connecting
traffic from the United States. The
full potential is to lock in business
travel between Asia-Pacific and the
United States, two of the largest
travel markets in the world.
“To the extent that we are indeed
entering the Pacific century, and we
at Air Canada believe we are, you
can be assured that there will be
significant traffic growth over the
Pacific,” Calin Rovinescu, president
and CEO of Air Canada, said in a
speech before the Vancouver Board
of Trade.
Taking sustainability to greater
heights, Air Canada is replacing its
fleet of 767s on long-haul flights with
the more fuel-efficient Dreamliners.
Touted as aviation’s green machine,
the 787 is largely made of composite
material. This lightweight structure
allows for more enhancements in
the aircraft. Features such as large
overhead bins, a vaulted ceiling for
more headroom, electronic window
dimming and climate-controlled
cabins serve to enrich the
passenger experience.
The 787 is revolutionary for
keeping cabin altitude at
1,828 metres even as the aircraft
cruises at 13,106m. It is also
equipped with technology that
automatically adjusts the aircraft’s
wing flaps to ensure a smooth ride.
“We have 37 of these newgeneration aircraft on firm order that
should revolutionise the customer
experience in terms of comfort,”
Rovinescu said in his speech.
“Further, their game-changing
operating efficiencies – they will be
29 per cent more efficient than the
767s they replace – will open new
markets around the world [that] we
cannot serve profitably at present.”
Air Canada is the only Canadian
Air Canada’s new international business class cabin on the Boeing 787 Dreamliner
carrier with an upcoming newgeneration aircraft and is Boeing’s
largest customer for the Dreamliner
in North America. This is warranted
by its leading status on all fronts
of Canadian civil aviation –
a 55 per cent share in the domestic
passenger market, 35 per cent of
transborder traffic and a 37 per cent
market share in the international
passenger segment.
Pioneer in Canadian aviation
Ringing in what many consider the
future of flight is nothing new to
Air Canada. It has a long, profound
history as Canada’s flagship carrier.
Trans-Canada Air Lines (TCA),
Air Canada’s predecessor, was the
first to cross the country in 1939 –
a flight from Montreal to Vancouver
that took more than 16 hours with
six stopovers.
Crossing the Atlantic was
hazardous during the second world
war, but it set the stage for
transatlantic passenger services.
TCA logged its thousandth Atlantic
crossing by December 1946 with
daily transatlantic flights since its
wartime crossing. Deep roots in
Asia-Pacific became part of
Air Canada’s rich legacy following
its merger with Canadian Airlines
International, which began flying to
Japan and Hong Kong in the 1940s.
The “black box”, a multichannel
flight recorder that TCA helped
develop and was introduced in its
DC-8 and Vanguard aircraft in 1958,
has become crucial in every crash
investigation. Air Canada’s impactful
trailblazing is further evidenced by
the industry-wide ban on smoking
while in flight and the success of
co-operative ventures such as
Star Alliance, of which the airline is
a founding member. Travelling to
multiple points around the world is
more convenient with Star Alliance’s
network fielding more than 21,900
daily flights to 1,328 airports in
195 countries.
Business travel as many have
come to know it has largely been
shaped by the airline’s innovative
approach – from ushering in the jet
age in the 1960s and the introduction
of in-flight entertainment in the
1970s, to institutionalising loyalty
rewards and driving customer
satisfaction with cutting-edge
technology.
“We believe Air Canada is the
best in North America in terms of
service and product delivery,” says
Benjamin Smith, Air Canada’s
executive vice-president and chief
commercial officer. “We put a lot of
effort in the design of our products.
Everything that we provide to our
customers reflects what they need.”
This has translated to numerous
awards, significantly the Best Airline
in North America in the 2013 Skytrax
World Airline Awards – considered
the most prestigious in the industry.
Air Canada has won this award
four years in a row and has been
ranked as a four-star airline by
Skytrax. It is the only international
airline in North America with this
rating.
It also won the Best Flight
Experience to Canada award in the
2013 Leading Edge Awards of
Executive Travel magazine for the
sixth consecutive year, and the Best
North American Airline award in the
TTG Asia Travel Awards 2013. In the
2013 Ipsos Reid Business Traveller
Survey, it emerged as Canada’s
favourite airline for business travel
and in the 2013 Baxter Travel Media’s
2013 Agent’s Choice Awards as the
favourite scheduled airline for the
fourth consecutive year.
The airline has also earned
multiple recognitions from trade
publications Global Traveler,
Business Traveler Magazine and
Premier Traveler.
Tailored for premium travel
As a Star Alliance founding member,
Air Canada has one of the most
extensive partnerships with Asian
carriers. This makes it more
attractive for loyal customers of
All Nippon Airways, Air China,
Asiana Airlines, Singapore Airlines
and EVA Air to book their flights with
Air Canada rather than with an
independent carrier.
Altitude, Air Canada’s own
loyalty programme, provides
worldwide Star Alliance recognition
on top of travel privileges such as
complimentary upgrades, free
baggage allowance, concierge
service, access to the Maple Leaf
Lounge and other exclusive partner
offers. Mileage earned through
Air Canada is recognised by
Aeroplan, a coalition loyalty
programme in Canada that was
begun by the airline. This also gives
Altitude members access to
Aeroplan’s more than 150 financial,
retail and travel partners.
“When people think about
Air Canada, they know they can get
anywhere they want in North
America on a consistent product,”
Smith says. “Everything comes
together seamlessly for every kind of
traveller, and more advantageously
for the business traveller.”
Catering to the high expectations
of its clientele, Air Canada was the
first North American carrier to offer
lie-flat beds in its executive class
cabin in 2006. Its fleet of Boeing
777s, Boeing 767s and Airbus A330s
are all fitted with lie-flat beds.
The in-flight experience is
customisable in executive class.
There is no fixed meal time, and food
choices are not confined to what’s
on the menu. The entertainment
system provides an impressive
range of choices – from movies, TV
series and music albums to audio
books, podcasts and interactive
games.
With its Boeing 777s coming into
service last year, Air Canada
introduced a premium economy
class on select routes. Tailored to
the higher-end segment of this
market, this fare class offers wider
seats with more legroom. Premium
economy passengers also enjoy
priority check-in, baggage delivery
at the airport, premium meals and
complimentary bar service.
Dreamliner service will
revolutionise what many consider a
superior experience.
Executive pods can be lowered
by 180 degrees to become
two-metre, fully lie-flat beds. The
international business class cabin is
fitted with no more than 20 pods to
guarantee direct aisle access and
window views for each passenger.
Each pod has a 45cm entertainment
screen – the largest available in
business class on any North
American carrier. The nextgeneration entertainment system
allows intuitive touchscreen
navigation and seat-to-seat chat,
even for the visually impaired. It has
an interactive map with city
guides and more than 600 hours of
viewing choices.
Each seat is equipped with a
touch handset, a universal power
port, a USB outlet and a large
retractable tray table. The headrest
has an adjustable pneumatic
cushion with massage functions –
a distinctive offering in business
class. A 100 per cent cotton duvet
and noise-cancelling headphones
ensure relaxing sleep for
passengers on long-haul flights.
Freshly-brewed Lavazza espressos
and cappuccinos, along with
Canadian-made aromatherapy
products, complete the luxurious
in-flight experience.
The Dreamliner’s premium
economy cabin is more spacious
than the Boeing 777s. It has 21 seats
that are 49.5cm wide, providing
96.5cm of legroom and a generous
17.8cm recline. Personal space is
likewise optimised in the economy
cabin, which has 210 slimline
articulated seats in a “3-3-3”
configuration.
All seats are equipped with the
enhanced definition seatback
touchscreens – 27.9cm in premium
economy and 22.8cm in economy.
A universal power port and a USB
outlet are also within arm’s reach.
The 787 aircraft is climatecontrolled. It filters the air inside the
cabins and pulls in fresh air from
the outside. A sophisticated yet
homey ambience is set off by warm
natural textures, fabrics and
colours – slate grey with hints of
Canadian red and celeste blue –
throughout the aircraft.
“Our offering is what the
marketplace demands right now and
will continue to demand in the years
to come,” Smith says.
SOUTH CHINA MORNING POST FRIDAY, FEBRUARY 21, 2014
S7
S8 Friday, February 21, 2014
SPECIAL REPORT: CANADA COUNTRY REPORT
Sponsored section in co-operation with Discovery Reports
CSA Group boosts capabilities
to tap global markets
Driven by its vision to create a safer
and more sustainable world to
protect the public against potentially
dangerous practices and goods, CSA
Group has made its mark worldwide
by inspiring confidence in industries,
regulators, manufacturers and
consumers. CSA Group helps
ensure that products in the market
are safer for public consumption by
testing and certifying products to
applicable standards.
“Our agenda is to help provide
safer products and make the world
more sustainable for the betterment
of society. Integrity, public trust,
continuous improvement and
accountability are our core values,
and we uphold these in everything
we do,” says Ash Sahi, president
and CEO.
CSA Group has developed more
than 3,000 standards in 54 technology
areas. It tests and certifies a variety
of products across industries – from
microwave ovens to protective gear
to LED lighting to medical
instruments. CSA certification marks
appear on billions of qualified
products worldwide.
Specialising in products for the
electrical and industrial sectors,
particularly those used in hazardous
and industrial applications, CSA
Group has also built rich knowledge
resources in the gas, vehicle and
electric appliance segments.
In the last decade, CSA Group
has focused on sustainability. It
develops standards and invests in
building capabilities in areas such as
solar panels, wind turbines,
electric vehicles and hydrogen fuel,
among others.
“Our goals are to understand the
evolution of products and services to
ensure they improve the quality of life
globally,” Sahi says.
A valuable ally of governments
and companies, CSA Group raises
the bar for quality products and safer
practices. The Canadian government
legislates almost 40 per cent of CSA
Group-developed standards into law.
CSA Group aggressively
expanded its international operations
through organic growth and
acquisitions. Supporting the
expansion plans of clients and
exploring strategic alliances with
companies outside the Western
Hemisphere, CSA Group has been
building laboratories across
emerging markets, particularly in
Asia for the past 15 years.
It has laboratories in Shanghai,
Shenzhen, Guangzhou and Kunshin.
Outside the mainland, CSA Group has
also established laboratories in
Bangalore, Seoul and Taipei, where it
is building a lab that will focus on
power tools testing.
To continue its growth
internationally, CSA Group plans to
spend US$100 million in capital
Ash Sahi, president and CEO
investments – two-thirds of which
will go to building capabilities in Asia.
The organisation has identified the
automotive, industrial, medical and
gas industries as focus areas for the
region and is seeking partners in
these sectors.
“We are open to partnership and
acquisition opportunities with
companies with good integrity,
competency and a strong knowledge
base in those technologies,”
Sahi says.
Dynamic Attractions, a subsidiary of Empire Industries, creates exciting media-based attractions
such as the Flying Theatre.
Futuristic rides by
Empire Industries
bring new thrills
W
hen the world’s first
robotic-based
theme park ride
opened in Orlando,
Florida, the queue
of people wanting to enjoy the thrills
waited as long as eight hours. In the
ride, passengers experience
broomstick flight. A robotic arm
moves them in many directions,
perfectly synchronised with the
movie scenes played around them.
Empire Industries, through
subsidiaries Dynamic Structures and
Dynamic Attractions, has once again
produced a completely fresh
entertainment experience. Best of
all, the robots can be reprogrammed
to give riders the experience of the
next big blockbuster movie.
“It’s the most popular ride in the
United States,” says Guy Nelson,
president and CEO of Empire
Industries. “We’ve combined
technology and safety in one
spectacular amusement
platform the world has never
experienced before.”
Empire Industries designs and
builds some of the most reliable and
technically advanced park rides on
four continents. In co-operation with
steel fabricator Guangdong Qiguang
Group, Empire Industries’ expertise
was used to build China’s first fourdimensional roller coaster. Unlike
traditional rides, the seats extend
beyond the sides of the tracks,
allowing passengers to rotate head
over heels, forward and backward.
Surprisingly, the company is
equally known for its role in the
world of science. It has contributed
in building more than half of the
observatory enclosures worldwide.
In fact, it has helped design what will
be the world’s largest observatory –
the Thirty Meter Telescope.
“It’s all about innovation and
precision,” Nelson says, explaining
the link between observatories and
amusement rides.
The company’s industry-leading
projects and foothold in China make
it well-positioned to supply the
country’s increasing interest in
amusement park rides. China’s park
attendance is forecast to double to
more than 200 million yearly by 2020.
This is largely due to the rapidly
growing middle class and greater
focus on tourism.
“Asia is seeking new attractions
that are unique, high-quality, safe
and affordable,” Nelson says.
“Empire is combining unique
technology from the West with its
industry-leading safety record into
an affordable product to meet the
growing market demand for
attractions from Asia, especially
China.”
Parkin Architects infuses
sustainability to
Western-style hospitals
Sustainability expertise is valuable in
Asia, where governments are
modernising medical infrastructure
amid the increasing demand for
quality health care, rising affluence
and an expanding ageing
population.
As the most experienced health
care facility specialist in Canada,
Parkin Architects understands how
clinical spaces must work and
reflects such processes in the
interior design and architecture of
hospital and laboratory settings. It is
keen on contributing to the massive
build-out of hospitals in China and
elsewhere in Asia by sharing
evidence-based design principles
with the region’s architects,
contractors and foreign investors.
“We design from the inside out,”
says Harland Lindsay, Parkin’s
director. “Our solutions are based on
intensive research on how the
design will enhance patient
outcomes and operation of the
building. We can prove why
they work.”
Institutional spaces, such as
acute care hospitals and research
facilities, have been the firm’s
specialisation over the past 25 years
of its 60-year history. Its project
Harland Lindsay, director
David Driscoll, principal
portfolio also includes corporate,
education, justice, recreation and
culture facilities.
The Canadian Blood Services’
Toronto Blood Centre and the New
Oakville Hospital in Oakville, Ontario,
are among the many notable
buildings designed by the firm. The
Toronto Blood Centre was feted by
the Building Owners and Managers
Association of the Greater Toronto
Area as the 2013 Building of the Year
in the historical building category.
The award is especially significant
because 20 years have passed since
Parkin redesigned the heritage site,
restoring what had become an
urban blight.
Meanwhile, the New Oakville
Hospital, which spans 1.5 million
square feet and is being built within
18 months, is a candidate for LEED
Silver certification. This is but one of
many Parkin projects that are adding
to the success stories of Canada’s
public-private partnership
programme.
“Integrity is our strength,” says
David Driscoll, Parkin’s principal. “All
our buildings are designed to last.”
B2Gold gives full support to local
communities for sustainable success
Being among Canada’s fastestgrowing gold producers, B2Gold
approaches business with an
understanding that discovering gold
in the mines is just as vital as sharing
the wealth with local communities.
The company spends as much as
US$13 million in community
investments every year.
Supporting the development of
education, health and small-business
development in its communities,
B2Gold leverages a dynamic
exploration arm, strong finances and
a strategic market position that allow
it to pursue the most promising
opportunities.
“B2Gold prides itself on not only
discovering opportunities, but
generating them as well. We ensure
that local communities see the
rewards from the development
initiatives that come with our
presence,” says Dale Craig,
vice-president of operations.
With a capitalisation reaching
US$1.5 billion, the company
Dale Craig, vice-president
of operations
has grown from producing
109,000 ounces of gold in 2010 to
turning out nearly 374,000 ounces in
2013, and targets to ramp it up to
more than 400,000 ounces this year
through its three operating mines.
Two of the mines are in
Nicaragua and one is in the
Philippines, where it donated
US$1 million to support Typhoon
Haiyan victims. B2Gold has also
established a charitable campaign
among employees and investors to
help in the typhoon-stricken region’s
rehabilitation.
The firm anticipates its output
reaching as much as 550,000 ounces
of gold in 2015 with the completion
of the Otjikoto Gold Mine in
Namibia. Its acquisition of
Volta Resources last year also
expanded its portfolio, including an
advanced-stage asset in
Burkina Faso – adding to its other
development and exploration assets
around the world.
“As a Canadian operation, we
carry with us the same high quality
and safety standards wherever we
are,” Craig says. “We always
actively search for opportunities
irrespective of their location – as
long as they are a good-quality
resource in an environment that
supports responsible mining.”
Friday, February 21, 2014 S9
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Caisse widens
global investment
scope amid
economic shift
T
he centre of gravity of the
world’s economy is shifting,
and companies that
recognise this emerging
paradigm stand to gain the
most. As one of the two big motors of
growth, China is playing an
increasingly important global role,
and the Caisse de dépôt et
placement du Québec, already
strategically perched in Beijing,
intends to have more feet on
the ground.
“What China does is going to
affect how the world economy
operates,” says Michael Sabia, the
Caisse’s president and CEO. “It could
become the largest economy in the
world, so whether you invest in China
or not, it makes sense to have at least
some understanding of the country.”
In terms of the big drivers of
economic growth in the world, Sabia
sees two poles. One is the United
States, where he continues to be
quite optimistic about growth
prospects, and the other one is Asia,
principally China. As a global fund
manager, the Caisse has offices in
New York and Beijing.
One of the largest institutional
fund managers in North America, the
Caisse works closely with its 29
depositors, managing their funds and
providing investment consulting. The
Canadian firm holds a diversified
portfolio that includes publicly listed
shares, real estate investments,
fixed-income securities and private
equity. It manages just under
US$200 billion in institutional funds –
among the largest in the world –
primarily from public and private
pension and insurance funds in
Quebec. For its financial soundness,
the Caisse has earned the best credit
ratings from Moody’s Investors
Service, Standard & Poor’s and
Dominion Bond Rating Service.
Unlike US pension funds, the
Caisse manages more than
80 per cent of its assets internally,
farming out only some to external
managers. It is one of a few
companies that offer long-term
capital in the market through teams
running fixed income, public equities,
private equities, infrastructure and
other asset classes. With a sustained
expansion plan, the company has
invested 55 per cent of its assets in
Canada with the rest invested around
the world.
Established in 1965 through the
Quebec national assembly to
manage the funds of the Quebec
Pension Plan, the Caisse was
described by then-Premier Jean
Lesage as “an instrument of growth,
the most powerful economic lever
ever seen in the province”. Almost
half a century later, Lesage would be
proven correct.
“We have a very large Canadian
public equities portfolio; we’re a large
holder of Canadian and Quebec
government debt and Canadian
corporate debt,” Sabia says. “We
invest in infrastructure and private
equity, so we’re active across every
asset class in Canada.”
As the largest pension fund in
Quebec, the Caisse offers significant
support to local companies at crucial
stages of their development. In
addition to financing, it provides
businesses with support for growth
projects at home and abroad.
Investing in real things
with intrinsic value
As an investor focused on the long
term, it is surprising that the Caisse’s
investment philosophy is
unbelievably simple.
“We’re not interested in
financially engineered products,”
Sabia says. “Our focus is real stuff
that people use every day, like
toothpaste or razor blades.”
Bridges, pipelines and buildings
are things that have an inherent
economic value, according to Sabia.
The Caisse invests over the long term
in these assets, which retain value
and even grow in value over time,
and worries less about quarter-toquarter performance.
Selecting only high-quality
companies, the Caisse invests based
on strong convictions rather than
stock-market indexes. It emphasises
in-house portfolio management and
continues to integrate risk
management in investment
decisions. The Caisse also fosters
long-term relationships with
promising companies and invests in
assets whose values are directly
linked to the real economy.
“We think in five-year terms,
10-year terms, 15-year terms when
we look to make investments,” Sabia
says. “That’s important because
there’s a lot of short-term capital in
the world today.”
The Caisse has about US$600
million invested in real estate across
a few projects in China. It has a
shopping centre venture with
Chinese retailer Bailan Group in
Changsha and a multiresidential
development in Wuji. The fund
manager is working on the
development of a technology park in
Shanghai and has investments in real
estate and private equity funds that
are active in China. These
investments tap into China’s
enormous emerging middle class in
line with the government’s effort to
encourage more domestic
consumption.
The Caisse was also among the
first institutional investors to receive
a QFII quota of US$200 million back in
2008. This QFII quota has recently
been increased by an additional
US$300 million to total US$500 million.
Sabia believes that a country’s
rebalancing between investment
activity and consumption creates a
huge opportunity. He says China is a
great example of this, but so are
many Southeast Asian countries,
where the secular trend towards
more consumption makes the region
of great interest to investors.
Southeast Asia is seen as sharing an
important role in global growth along
with China.
“Today, we have a little bit over
US$3 billion invested in China,
composed of just under US$2.5 billion
in public equities,” Sabia says.
Another point of interest to the
Caisse as it gains access to higher
growth markets is how to invest to
take advantage of the emergence
and expansion of the Asian middle
class. Unlike many years ago when
there was a more “bipolar income
distribution”, Sabia says Asia’s
economic development has brought
about a genuine middle class.
Economic prosperity has also
encouraged migration to these
countries, further expanding the
middle class. The Caisse is looking at
investment opportunities that tap into
this affluent market.
Ivanhoé Cambridge building
a global reputation
The Caisse’s world-class real estate
subsidiary, Ivanhoé Cambridge,
manages the group’s real estate
portfolio in more than 20 countries,
including China. With a portfolio
consisting of shopping centres, office
buildings and multiresidential
properties, Ivanhoé Cambridge
leverages its high-level expertise in
investment, development, asset
management and leasing to deliver
optimal returns to investors.
In Brazil, the Caisse has become
an important investor in the country’s
building landscape. Through Ivanhoé
Cambridge, the company has made
waves in Rio de Janeiro with the
purchase of interests in Shopping
Center Boulevard Rio Iguatemi. The
transaction was carried out by Ancar
Ivanhoe, a venture between Ivanhoé
Cambridge and Ancar, a top Brazilian
shopping centre manager. The
partnership continues with the
construction of a series of shopping
centres in the suburbs of Rio de
Janeiro and Sao Paulo.
“We like shopping centres
because they are part of a sector that
we understand,” Sabia says. “This is
a way for us to benefit from the
emergence of the middle class,
which we think is a global trend in
these higher growth markets.”
The Caisse also sees Australia as
playing a part in influencing the
shifting focus of global economic
growth. It bought 28 per cent of the
Port of Brisbane in a bid to
participate in the long-term
expansion of trade with Asia. With
Southeast Asia’s proximity to
Australia and China, forming a link
between the two countries, Sabia
recognises the region’s significant
role in tipping the global trade
balance. He also considers India,
Mexico and Turkey as economies to
watch.
Global investments and
profound partnerships
Serving as a bridge between Quebec
companies and global markets, the
Caisse aims to understand emerging
markets better by drawing from the
expertise of local partners with indepth understanding of their
localities. It also plans to increase
direct and indirect investments in
these regions through various
ventures and collaborations.
The Caisse’s concept of
partnership has a more profound
character, as this shapes how the
company invests. For markets where
the company does not have firsthand familiarity, it is even more
reliant on local partners with local
expertise. It puts a premium on
information and understanding
and considers these as equally
important as the long-term value of
tangible assets.
“We’ll study, we’ll learn, we’ll
have people there, we’ll do
everything we can, but at the end of
the day, there’s no replacement for
local partners who eat and sleep and
breathe that market,” Sabia says.
“That, too, is an important principle of
how we’re going to invest.”
The Caisse is on the lookout for
like-minded partners who are
focused on the long term and want to
invest in real things. These are
investors who want to understand
what the underlying fundamentals
are and have a very deep
understanding of the market where
they’re investing.
“We want people who have a
long-term perspective and, like us,
want to invest in things that have
intrinsic value,” Sabia says. “We are
looking for partners who think like we
think, and hopefully there’s more than
one of them out there.”
Michael Sabia, president and CEO
S10 Friday, February 21, 2014
SPECIAL REPORT: CANADA COUNTRY REPORT
Sponsored section in co-operation with Discovery Reports
Edmonton International Airport on track
to welcome 10 million passengers by 2020
E
dmonton leads the country
in terms of rapid growth,
driven by its oil, gas, and
oil sands manufacturing
and logistics industry
valued at more than C$165 billion
(HK$1.16 trillion). The city also
increasingly draws more global
leaders in other industries, becoming
a hub for advanced medicine and
biomedicine, food processing,
biomedical and software
development, among other dynamic
sectors such as nanotechnology,
being home to Canada’s nanotech
institute.
Growth at the Edmonton
International Airport (EIA) has
mirrored that of the Edmonton region.
For the past three years, EIA has been
a Canadian airport growth leader, now
connecting 7 million passengers
annually to more than 60 destinations
throughout North America and
overseas. Growth for last year and
forecasts for this year continue to
keep pace. And with every arriving
and departing flight – the economic
story of the city, region and much of
Canada is told.
EIA’s phenomenal growth is
evidenced by the number of
passengers it serves. Up 4.6 per cent
from the previous year, the passenger
figures were largely driven by
trans-border travels to and from the
United States, which increased by
7.7 per cent from 2012. Travellers
across Canada also rose by about
4 per cent with more than 5.31 million,
while overseas figures grew by
3.4 per cent.
Taking pride in this achievement is
operator Edmonton Airports, a
community-based, financially
independent not-for-profit corporation
that oversees EIA’s passenger and air
cargo operations.
“EIA is growing dramatically. In
the last nine years alone, traffic has
risen by about 70 per cent – leading
the country as the fastest-growing
major airport,” says Tom Ruth, who
joined EIA as president and CEO of
Edmonton Airports last month.
Ruth’s appointment follows the
leadership of Reg Milley, who retired
in January on the highest note
possible, having successfully
spearheaded a massive expansion of
EIA. Ruth brings with him an extensive
background in the airport and airline
industry, most recently as president
and CEO of the Halifax International
Airport Authority.
“Airports may differ from one
another, but all are enablers of
growth,” Ruth says. “In Edmonton, we
owe much of the activity to the
Building the Asian
connection
Edmonton International Airport’s phenomenal growth mirrors the progress of Edmonton.
thriving economy, particularly to the
flourishing oil and gas industry in the
north, to which we are proud to be the
gateway.”
EIA serves as an anchor to
Canada’s west and north and is
located at the heart of its strongest
economic region. It is next to Canada’s
largest energy industrial park, the
Nisku Business Park. Also the
second-largest energy park in North
America and a major centre of
manufacturing, Nisku is a crucial
foundation of Alberta’s economy as
the home of more than 600
companies.
“Most of the businesses were set
up here initially to serve mainly a
northern market. But today, many of
them are already exporting their
products worldwide,” Ruth says.
“Even more exciting is the rising
influx of activity and investment from
other parts of the world, such as
China. We see tremendous Chinese
investments coming in – and we are
positioning ourselves to support
further growth.”
Ruth says that this is mirrored by
a growing focus on Alberta’s Industrial
Heartland in the northeast corner of
the Edmonton region. A growing
destination for Chinese investment,
the Heartland is Canada’s largest
hydrocarbon processing centre.
Passenger mobility, logistics
powerhouse
Throughout its history, EIA has
effectively responded to keep pace
with the growth in its region, ensuring
that it is well-positioned to be an
economic facilitator and partner to
regional businesses, which are
increasingly globally mobile.
“EIA saw that the number of
people travelling regionally and
internationally has been growing in
leaps and bounds, and we wanted to
react to that progression with a
sustainable approach,” Ruth says.
“The airport began a comprehensive
expansion in 2007 – and we are
beginning to see the benefits of that
commitment.”
Apart from recording its highestever passenger figures last year, EIA
also saw a dramatic upsurge in its
business aviation, with speciality
service to Canadian oil and gas and
mining industries. Chartered business
flights totalled about 26,000, an overall
increase of 30 per cent.
Another significant enabler in the
area is Aerocentre 2, a premier space
made up of 43,000 sq ft of hangar area
and 25,000 sq ft of shops, offices and
passenger lounges. Constructed in
co-operation with Edmonton Shell
Aerocentre, the Aerocentre 2 features
a 400-seat passenger lounge for
charter service clients, such as oil and
gas and mining specialists, who travel
across northern Canada.
Such a feat would not have
been possible without Edmonton
Airports’ investment in infrastructure
development, including a
C$670 million expansion of the
terminal facilities over the past
two years.
The Leadership in Energy and
Environmental Design-certified
building added new boarding gates
and bridges to meet the demand of
carriers, and upgraded its state-ofthe-art control tower, fully automated
central baggage facilities. Moving
walkways and upgraded scanning
systems were added. EIA has also
focused extensively on ensuring a
top-tier passenger experience with
growing opportunities to shop, eat and
relax on the way to, or in between
flights.
Complementing the remarkable
growth in passengers is EIA’s equally
impressive performance in terms of
cargo handling capabilities. The
airport’s cargo services have also
experienced volume growth for
15 consecutive quarters and are
expected to continue an upward
trend, thanks to the latest
enhancements at EIA’s specialised
Cargo Village. Apart from a new
Canada Border Services Agency
facility, the village provides a
dedicated cargo apron, air and
ground side buildings and additional
road and land servicing facilities.
In partnership with Runway
Developments, EIA is set to build an
additional 30,000 sq ft building to
accommodate freight forwarders
requiring customised offices and
warehouses. It has also partnered
with global real estate firm Panattoni
Development to develop warehouses
and logistics areas and other
industrial-use facilities. Spanning
about 32 hectares, the facilities are
targeted to serve freight forwarders
and will be custom-built for each
tenant.
“With all of this investment, EIA is
on its way to becoming a powerhouse
for passenger mobility and logistics
supply chain,” Ruth says. “Seeing that
passengers and cargo traffic will
continue increasing, EIA will also
continue to invest to keep pace with
customer needs.”
Moving 10 million
passengers by 2020
EIA looks forward to continued
growth, forecasting 10 million
passengers annually by 2020. As a key
enabler of this growth, it is further
looking for opportunities to invest
and expand its own services to
respond to regional needs, primarily
focused on aeronautical areas, but
also in complementary areas of
development.
The airport is located on
3,238 hectares of property in the
midst of one of Canada’s busiest
industrial corridors and within a
growing region of more than
1.2 million people. About half of the
airport’s property is reserved for
aeronautical use, and portions have
already been developed with existing
facilities such as the terminal, two
runways and additional infrastructure
and runway expansion slated in the
near future.
In addition, EIA is facilitating
opportunities for complementary
developments on-site in the area of
industry, commercial and retail
development. These activities include
the recent announcement of a deal
with Ivanhoé Cambridge to develop an
18-hectare commercial/retail
development.
This new development benefits
from EIA’s ideal location and provides
additional revenue streams to help
manage costs for carriers and help
fund continuing improvements for
EIA overall.
Asia’s dynamism reverberates
throughout the Edmonton region,
where business and industry are
increasingly attracting more diverse
investments and customers from
across Asia, and most significantly
from China.
Beyond the energy sector,
economic and educational linkages
are growing across a number of
industries including Canada’s
agriculture industry. Beyond this, links
through tourism and education
continue to grow between Edmonton
and Asia.
“EIA clearly sees the impact
that the region’s booming economies
are creating globally and how
increasingly, interest in our
opportunities aligns with growth and
opportunity in Asia,” Ruth says.
“There is no question that it is
where growth is heading, and
we are looking to do all we can to
serve these expanding markets very
well.”
Ruth cites Asia’s burgeoning
middle class with rising disposable
incomes and global-oriented
businesses among the main drivers of
the world travel market.
With Edmonton’s rich history,
reputable educational institutions
and opportunities in oil, gas and
other industries, Edmonton Airports
seeks to capture a slice of that
market.
“Having a direct connection to
Asia means enabling Edmonton’s
industries to reach Asia’s dynamic
markets more timely, efficiently and
cost effectively,” Ruth says. “We will
build that connection in our next
development phase, and target to
meet potential partners such as Asian
carriers.”
Beyond collaborating with airlines
and related organisations, EIA also
works closely with other sectors such
as education. It partners with
academic institutions such as
University of Alberta, MacEwan
University and the Northern Alberta
Institute of Technology, and aims to
foster similar relationships in Asia.
“Canada and many Asian
countries are pursuing similar
advancements in various fields
such as energy, agriculture, medicine
and food safety,” Ruth says. “The
match-up with China is strong – as
well as with South Korea, Japan and
Asia’s developing economies. That is
a window of opportunity EIA is
excited to explore as an economic
enabler.”
City leads national growth with sustainable development
Cleaner, greener, safer, faster,
cheaper. This is the mantra that the
city of Edmonton has embraced as it
encourages individuals and
organisations to be part of its
innovation and economic diversity.
Alberta’s capital city has proven
that for an ambitious and fastgrowing region of about 1.2 million
people, sustainable development is
not only possible, it is a must – and
the numbers show why.
Last year, Edmonton’s economy
outpaced Canada’s average, and
every other city in North America,
with a gross domestic product that
grew by 4.3 per cent from
C$78.3 billion (HK$550.5 billion) to
C$81.7 billion. Local workers earned
an average annual salary of C$50,000
to C$60,000, and employment growth
meant that one in every 10 jobs
created in Canada were based in the
Edmonton region.
Much of the city’s growth can be
attributed to new jobs created across
various sectors, led by energy,
manufacturing, logistics, construction
and professional services.
This year, as Edmonton
celebrates its 110th anniversary, it is
poised to reach new milestones. With
economic growth projected to be
just under 4 per cent, the city’s
continued economic momentum
means it will again be Canada’s
growth leader.
“The numbers are phenomenal
and the efforts behind them are
awe-inspiring, but the city is nowhere
near stopping from moving forward –
faster and with even more hard work.
Edmonton’s vision is to become an
international city of the future, where
there is a balance between a
flourishing economy and high-quality
environmental, health and living
conditions,” says Gary Klassen,
Edmonton’s general manager of
sustainable development. “We
benefit from the energy industry and
the opportunities it provides, but we
also value environmental
consciousness and quality of life. We
believe the key to success is moving
forward in a responsible way.”
The way ahead
In a 30-year strategic plan called “The
Way Ahead”, Edmonton’s sustainable
future is based upon its strong
economic base as an “energy city” –
a vision that extends well into the
city’s future. But that’s not the whole
story.
Edmonton is a city of art, ideas
and culture, with origins across the
world becoming part of a strong
multicultural mosaic. It is also a city of
innovation and learning, home to one
of Canada’s largest and most
successful post-secondary
research communities.
Edmonton plans to build on the
energy and innovation of its citizens
with plans for smart infrastructure,
accessible urban transportation
systems, and increasing use of green
energy to power a growing city.
“When we talk about sustainable
development, we look across the
board – from the environmental
agenda to the economic development
side,” Klassen says. “Edmonton is
one of North America’s green leaders
and sustainability is important to our
citizens, but we are also economic
leaders and experienced at
developing both in tandem.
Sustainable development needs to
blend success on the economic front
with success on the environmental
front, the social front and the services
front in a well-designed and well-built
city.”
All of these principles come
together with the city’s new
Blatchford development, a mixed-use
urban community being built on prime
central land, just minutes away from
downtown Edmonton. The city’s
ambitious 30-year vision will take
shape in this signature community –
one that is walkable and transitoriented, and designed to be near
zero impact in terms of an
environmental footprint. With room
for potentially more than 20,000 new
residents and for commercial
opportunities, Blatchford will offer a
rich array of opportunities to modern
urban dwellers by combining
residential, commercial and
retail spaces.
“Blatchford represents
Edmonton’s vision in the way that it
aims to provide residents a great
environment to live in with all the
support services – from grocery
stores to great places to eat – that all
come together in a responsible,
dynamic and exciting way,”
Klassen says. “These are the kinds of
vitality that we hope to bring more of
to our city.”
Another upcoming attraction to
residents, tourists and emigrants is
Oil capital rises as global eco-trailblazer
The Edmonton region is known as a
global centre for oil and gas
research, development and
operations with roots in the
extraction industry dating back to the
1940s. But as much as today’s energy
leadership is focused on advanced,
technical solutions involved in the
development of Canada’s oil sands, it
is partnered with a passion for
environmental responsibility and
sustainable industrial development.
Canada is next only to Saudi
Arabia and Venezuela, having the
third-largest proven global crude oil
reserves with more than 170 billion
barrels. Alberta accounts for an
overwhelming portion of these
reserves, nearly 98 per cent.
Apart from producing large
volumes of oil and gas for global
consumption, the province
contributes invaluable research,
technologies and innovative
processing techniques that continue
to make oil extraction safer, more
Tom Ruth, Edmonton
International Airport
president and CEO
highly efficient and more eco-friendly
than ever.
The energy industry also
provides about one in every seven
jobs in Canada, and drives the
majority of capital investments
benefitting Edmonton and Alberta.
“The strategic importance of the
industry is one that continues to
grow, and Edmonton will continue to
respond to this need for safe,
sustainable energy,” says Tom Ruth,
Edmonton International Airport
president and CEO. “And the good
news is that Edmonton excels at
making a great industry even better.”
But Edmonton’s story isn’t just
one of conventional energy. Indeed,
its leading expertise in urban waste
management has led Edmonton to
spearhead an initiative to translate its
environmental expertise into tangible
positive solutions for municipalities in
Asia and Eastern Europe. Among the
most remarkable of which is the
construction of an industrial-scale
waste-to-biofuel facility that will
enable its Canadian partner Enerkem
to produce as much as 36 million
litres of biofuel per year. This first-ofits-kind facility will help to propel
Edmonton to become the first major
city in North America to reach a
zero-waste standard (diverting 90 per
cent of household waste from
landfill) without incineration by next
year. Through Edmonton-based
Canadian Centre for Clean Coal/
Carbon and Mineral Processing
Technologies, the city is also
pursuing groundbreaking research
on clean coal, mineral processing
and carbon capture, and waterbased oil sands extraction.
“Edmonton know-how is helping
to ensure the impact of waste and
energy production is minimised
through reclamation and reuse in the
most optimal, ecological way
possible,” says Gary Klassen,
Edmonton’s general manager of
sustainable development. The efforts
of his department help to round out
the Edmonton business story that is
told around the world. “We take
pride in having an affordable
business climate, access to good
labour, access to market – and most
importantly, an environmental
conscience that allows businesses
to prosper responsibly.”
the new downtown Arena and
Entertainment District, which is slated
for groundbreaking in the spring.
The new Rogers Place will be an
integral part of Edmonton’s broader
downtown revitalisation programme.
Designed to accommodate 20,500
people, it will host various events
including Edmonton Oilers hockey
games. Targeted for completion by
2016, the building will be one of
only two other National Hockey
League arenas to receive a Silver
Leadership in Energy and
Environmental Design certification,
for a striking oil-drop design
honouring the hockey team, which
the building will host, and the city’s
overall close ties to the oil and gas
industry.
Selling Edmonton’s
opportunities to the world
At the forefront of Edmonton’s
economic growth strategy is the
not-for-profit organisation Edmonton
Economic Development Corporation
(EEDC) – a key partner to the city
responsible for keeping it aligned with
its economic objectives.
Apart from helping with industry
growth and diversification, it also
boosts the city’s image in target
markets to stimulate entrepreneurism
and innovation led by Edmonton’s
mayor, Don Iveson, and the city
council.
“We are a very driven,
entrepreneurial community, which
offers support and resources for
businesses in the city,” Klassen says.
“Our goal is to build a sustainable
community with a long-term view and
sustainable innovation, which can
also be marketed to other parts of
the world.”
Taking a step further to promote
sustainable development, the city has
begun to market its world leadership
in municipal waste management.
Edmonton will be the first city in North
America to reach a zero-waste
milestone without burning waste. The
city has increasingly used its worldleading expertise as an opportunity
to promote advanced urban
sustainability, with potential projects
under development in Eastern Europe
and Asia.
This commercialisation
programme is led by the city-owned
Waste RE-solutions Edmonton, which
uses the city’s waste-management
expertise to underline these efforts.
“Our waste-management programme
is applicable in various cities, and we
take great pride in being able to adapt
it into different contexts building both
local effectiveness and community
support along the way,” Klassen says.
Edmonton also creates other
initiatives that benefit businesses in
Edmonton and overseas. One of
Edmonton’s more recent initiatives in
China involved bringing a delegation
of five sector-specific companies
looking to learn how Chinese systems
such as banking and law work. Apart
from helping them enhance their
export readiness, face-to-face
interactions also enable Edmonton
firms to meet directly with Chinese
suppliers and clients for potential
business.
“Whether the communities are in
Asia or other parts of the world, we
always find that there are learnings
that can be important to us and to a
community seeking success,”
Klassen says. “Be it for exchange of
information or exchange of
investment opportunities, Edmonton
looks forward to collaborating with
partners worldwide as we move
forward.”
SOUTH CHINA MORNING POST FRIDAY, FEBRUARY 21, 2014
S11
S12 Friday, February 21, 2014
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Canadian Dehua
brings best Chinese
mining practices to BC
W
ith its combination
of abundant natural
resources and a
stable government
with favourable
policies, Canada is a haven for
mining investments. Liu Naishun,
president of Canadian Dehua
International Mines Group,
searched worldwide for these ideal
conditions before establishing the
company in the country. Liu has
since given investors ample reasons
to place their trust in the Canadian
mining industry.
“Canada has the best
investment environment in the
world,” Liu says. “Other countries
may have lots of natural resources
with good potential but do not have
Canada’s good government policies
and harmony within communities.”
Canada is one of only seven
countries in the world where large
quantities of top-quality coking coal
can be found. The country’s best
coking coal resources in terms of
quality and amount are in British
Columbia, where miners have
traditionally used the open-pit
method. Open-pit mining is unable to
access resources that are deep
underground, leaving a wealth of
untapped, high-grade coking coal
deposits in the province. Canadian
Dehua has been able to develop
properties in British Columbia that
contain these untapped deposits by
leveraging the expertise of its
partners in China.
“We use the most advanced
mining techniques and management
skills, and the latest equipment,” Liu
says. “The best underground coalmining technology is found in China,
The company uses coal-mining technology developed in China.
and Canadian Dehua will surely
bring the best to Canada.”
Canadian Dehua has strong ties
with leading Chinese coal
producers, such as Kailuan Group
and Huiyong Holdings Group, who
are experts in coal mine
development. It also works with coal
Now is the best time
to reinvest in coking
coal resources,
and companies
with vision are
bound to see the
opportunities
Liu Naishun
President
end users such as top Chinese steel
producers Shougang Group and
Hebei Iron and Steel Group.
The company’s collaborations
with these partners include the
Wapiti River, Gething, Murray River
and Bullmoose projects. Set to tap
British Columbia’s richest deposits,
all four projects are at the feasibility
study stage and will next enter the
environmental assessment stage.
Production is expected to begin
within the next five years. The Wapiti
River project, in particular, has the
potential quality and deposit to be
the world’s most productive coking
coal property, with estimated
reserves of 3.5 billion tonnes.
“We try to do our best for this
project, for our partners and for the
community,” Liu says.
Canadian Dehua ensures the
safety of its workers by using
innovative Chinese methods such as
the room and pillar, and longwall
mining techniques. Because the
techniques are deep underground,
they also significantly reduce the
project’s impact on the environment.
Canadian Dehua specifically used
the Gething and Murray River
projects to introduce British
Columbia to longwall mining, which
has been perfected in China. One of
the company’s partners on the
Gething project, Kailuan Group, is
China’s oldest underground coal
mining company with more than 130
years of mining experience.
As part of its efforts to bring the
best Chinese mining practices to
Canada, Canadian Dehua will open
a mining school to support its
projects in British Columbia. The
school will prioritise Canadian
students, particularly First Nations
and British Columbians. “One of the
challenges we face is the lack of
technology and skilled labour for
underground mining in Canada,” Liu
says. “It’s up to us to establish a
school to train underground
managers and workers.”
With the groundwork for its
projects and alliances with Chinese
majors firmly in place, Canadian
Dehua continues to encourage
world-class partners to accept the
provincial government’s invitation to
invest in British Columbia’s
resource-based economy.
“Canadian Dehua is a reliable
partner, and we welcome
investors from all over the world to
come and join us,” Liu says.
“Now is the best time to reinvest in
coking coal resources, and
companies with vision are bound to
see the opportunities.”
Passion for exploration
drives Exall Energy’s success
Roger Dueck,
president and CEO
In a snow-covered clearing in
Marten Mountain, Alberta,
geological engineer Roger Dueck
completes his regular inspection of
the oil wells.
Discovered in the 1960s by oil
majors, the Mitsue oilfield has been
Dueck’s workplace for the past
26 years. His profound understanding
of the area has helped Exall
Energy to become one of Canada’s
most successful junior oil
exploration companies.
As the company’s president and
CEO, Dueck master-planned the
intricate oil channels underneath
the site.
The wells are water pressurised
to maintain a daily flow of about 1,600
barrels of premium light sweet crude
oil rated at 41 degrees American
Petroleum Institute gravity.
“We have combined our
engineering design for the site with
our geological understanding to form
a very successful geological model,”
Dueck says. “We have a good
understanding of the sand systems.”
As oil flows directly to the
refinery, the company gets Alberta
spot price at the wellhead without
transport costs.
“This entire operational structure
makes Exall Energy unique, resulting
in one of the best netbacks and cashflow positions in the industry,” says
Warren Coles, vice-president for
finance and chief financial officer.
Dueck’s passion to further
explore Mitsue drives the future of
Exall Energy. The company has
started using 3D seismic technology
to map oil deposits.
South of Marten Mountain, Exall
Energy welcomes partners in
cracking the Wabamun site, which
the company estimates to have up to
12 million barrels of oil in place per
section of land. Exall Energy expects
high production potential from at
least 100 of Wabamun’s 300 land
sections. As these oil deposits are
most likely located in the shallow
portion of the site, the company
expects low exploration and
drilling costs.
“We are open to proposals,”
Dueck says. “The ideal situation for
us is when a joint venture brings in
talent as well as capital.”
Harvik boots and Viking
gear champion work safety
Standing inside Alliance Mercantile’s
showroom, surrounded by neon
safetywear, massive industrial safety
boots and high-end outerwear,
president and CEO Douglas Bell talks
about the importance of safety to
industries worldwide.
“Clients deal with hi-tech,
dangerous industries, so we
produce boots that can
withstand 40,000 volts
of electricity or resist
over 40 calories/sq
cm of thermal
penetration,” Bell
says. “We make
boots that can
protect against 40,000 pounds per
square inch of spray washer, or can
stop a chainsaw from cutting a leg in
six seconds.”
Alliance Mercantile, maker of
Harvik and Viking industrial safety
boots and garments, has been a
leader in hi-tech rubber footwear and
outerwear for more than 30 years.
Harvik and Viking provide
workplace and home
solutions for miners, foresters,
firemen, oil riggers and
consumers worldwide.
Alliance Mercantile owns
the Harvik Rubber factory in
Malaysia, the only industrial
boot producer that blends and
manufactures its own rubber. It
develops innovative compounds
while working with rubberformulation experts at the University
of Malaya, converting its research
into industry-specific safety boots
through its internal technical and
development departments.
Present in more than 65
countries, Harvik Rubber is
accredited by international
certification bodies in Canada, the
European Union, Germany, South
Korea, Japan, Russia, Australia and
the United States. These certification
bodies include the Canadian
Standards Association, the National
Fire Protection Association, CE,
SATRA and Japan Industrial
Standards. It is also the global leader
in firemen, miner, forester and
industrial safety rubber footwear.
Supporting global initiatives to
improve work-safety procedures,
Alliance Mercantile conducts talks
on safety standards. It is focused on
serving the construction, oil rig, fire
and food sectors on the mainland
and across Asia. Its expansion
activities produced spinoff company
First Broadband, a rural-area
communications provider that
connects mining camps, oil wells,
schools and communities through
low-cost internet infrastructure.
“We’re leaders in safety,” Bell
says. “Our biggest concern is
ensuring people find a balance
between having protection and
comfort, and achieving wellness.”
Douglas Bell,
president and CEO
Manning Elliott China
speciality practice team
empowers investors
Chinese investors looking to Canada
for opportunities need more than
deep pockets and a good business
sense in order to succeed. Having
an expert adviser often spells the
difference between long-term
success and failure to launch.
Manning Elliott Accountants &
Business Advisors stands out from
other advisers with its multilingual
China speciality practice team,
whose responsibilities range from
guiding the fieldwork for the clients’
audit to assisting with their transition
to International Financial Reporting
Standards. Beyond helping
international clients navigate
through cross-border tax
frameworks and public listings in
Canada, Manning Elliott also
enables them to build
meaningful relationships.
“It is not only the adviser’s
Canadian experience that is
important; understanding China’s
business environment, practices
and tax situation is also vital to
addressing the difficulties of our
Chinese clients,” says Mike Corney,
partner and CEO. “Manning Elliott is
big enough to offer comprehensive
services, yet small, nimble and
flexible enough to provide close
contact and rapid response to
each client.”
Home to more than 150
accountants and business advisers,
Mike Corney, partner and CEO
Manning Elliott draws from more
than 60 years of experience
serving private businesses, nonprofit organisations and public
companies. The firm caters to
diverse industries ranging from
agriculture to technology and
communications.
“We call ourselves fixers, on
whom clients rely to address
challenging issues that require
experts,” says Alden Aumann,
partner. “We have people who walk
on both sides and can effectively
translate foreign business practices
into a Western reporting model.”
Manning Elliott also has
speciality services for Latin
America, Russia and the United
States. Equipped with multilingual
services, it aims to cultivate its
cross-border services in more
countries, especially in Europe and
Asia-Pacific, where it eyes Vietnam,
Australia and the Philippines as
growth areas. “We look forward to
doing more business in Asia, where
clients can bank on us for a cheaper,
more effective and faster gateway
to North America,” Corney says.
Manning Elliott is big enough
to offer comprehensive services,
yet small, nimble and flexible enough
to provide close contact and rapid
response to each client
Mike Corney
Partner and CEO
HISS makes security stronger
with surveillance systems
Canada’s superiority in aerospace
and defence technology has been
evident since the 1950s. Highland
Integrated Surveillance Systems
(HISS) carries on this legacy as a
leading integrator and installer
of world-class surveillance
systems for airborne, ground and
maritime applications.
“Our focus on the surveillance
niche lends us speed and flexibility in
working with clients,” says president
and CEO Roger Smibert, an
aerospace engineer with more than
35 years of industry experience. “We
understand the idiosyncrasies of
mission system integration,
installation and support, especially in
the complex airborne environment.”
HISS specialises in stabilised
electro-optic and infrared systems
that are installed on helicopters,
airplanes, aerostats and drones.
Such equipment captures highdefinition video of the ground
undetected from several kilometres
above, day or night. On vehicles and
fixed outposts, the technology can
monitor vast areas against intruders
and smugglers. HISS also provides
microwave and satellite links,
onboard tactical workstations and
ground-based receive stations so
clients can view videos in real time
from any location.
Its offerings include the Special
Airborne Mission Installation and
Response System (SABIR), which
can be programmed for various
Roger Smibert, president and CEO
mission packages such as search
and rescue. Especially designed for
C130s, SABIR does not require
aircraft modification.
The company’s operational
customer base spans 27 countries.
“Clients don’t need to bring their
platforms to us, because we install
their systems and perform our
services right where they’re
located,” Smibert says.
With previous experience
working with the military forces of
South Korea and Thailand, HISS is
expanding into Asia, pursuing
opportunities in countries such as
Malaysia and Indonesia. The
company welcomes joint ventures
with sales representatives and
Chinese military equipment
manufacturers that want to
penetrate the international market.
HISS also plans to set up an office in
Kuala Lumpur to promote
International Traffic in Arms
Regulations (ITARs) and non-ITARs
controlled defence surveillance
systems across the region.
“We’re establishing our
reputation through long-term
relationships,” Smibert says. “We
make sure our clients and partners
always have a pleasant experience
working with us.”
Friday, February 21, 2014 S13
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Catalyst Paper advances
sustainable products
and innovative solutions
G
lobally recognised for its
innovations and
environmental
stewardship, Catalyst
Paper has taken an
industry-leading role in transforming
pulp and paper into a sustainabilitydriven business. The company is one
of the first industry players to
embrace sustainability as a core
operating principle. It has invested
approximately C$1 billion
(HK$7 billion) over the past
25 years to soften its carbon footprint
through upgrades in its boiler
infrastructure and effluent treatment
systems, and fuel switching to clean
biomass energy.
“Compared to petroleum-based
products, pulp and paper are better
alternatives – they come from trees
that are renewable, particularly
when sourced from sustainably
managed forests,” says Joe Nemeth,
president and CEO. “The industrial
process to make paper is built on a
naturally renewable cycle, resulting
in virtually zero waste.”
With its successful initiatives
towards energy efficiency, supply
chain sustainability and reduction of
greenhouse gas emissions, Catalyst
has gained positive recognition from
Joe Nemeth, president
and CEO
major environmental groups. These
include Greenpeace Canada, Sierra
Club BC, ForestEthics and the World
Wildlife Fund. Catalyst has also been
distinguished among Corporate
Knights Magazine’s Best 50
Corporate Citizens in Canada for
seven consecutive years.
“We believe that our
sustainability focus is giving us a true
competitive advantage,” Nemeth
says. “We are reinforcing that with
the rollout of innovative and
environment-friendly solutions.”
Catalyst has pioneered
lightweight printing papers with
improved brightness and printability.
This is achieved through the use of
fillers to increase ink holdout and
opacity, and lessen show-through.
Requiring fewer resources to
produce and transport, the firm’s
lightweight grades carry key
environmental advantages.
Catalyst is also the first in the
world to adopt on-machine soft
calendering and online coating to
give its products a glossy and
smoother finish.
For its eco-conscious customers,
Catalyst introduced its Sage line,
which highlights the environmental
care taken to produce papers
responsibly. Made using 100 per cent
certified fibre sources and
manufactured carbon-neutral based
on ISO 14064 standards, Catalyst’s
Sage-designated products offer
customers peace of mind. Sage’s
superior environmental pedigree is
supported by GreenBlue’s paper
assessment tool.
Catalyst is the largest producer of
mechanical printing papers in
western North America, offering a
comprehensive portfolio ranging
from newsprint to high-gloss grades
for magazines, brochures, retail
flyers and catalogues. It operates
three low-carbon mills in the coastal
British Columbia communities of
Crofton, Port Alberni and Powell
River.
At its Crofton mill, the firm also
manufactures high-quality softwood
pulp, which has gained a strong
following among Asian papermakers.
“With our full line of mechanical
printing products, we are able to
target niches that are not exposed to
electronic substitution,” Nemeth
says. “The next big push for Catalyst
is to diversify its end uses, and China
will be a big part of this.”
Catalyst sees opportunities in
speciality applications of paper
products, including use in medical
gowns and masks, tape bases, and
décor and laminates. These market
niches require a lightweight but
strong paper base, which Catalyst
can provide.
“We are excited about the
long-term prospects of the industry,”
Nemeth says. “The pulp and paper
mill of the future will produce a
whole range of high-value
synergistic products, serving as
green alternatives to those based
on petrochemicals.”
Yoho Resources gains from
unconventional discoveries
A Calgary-based junior oil and gas
company has chosen to go off the
beaten path to gain first mover
advantage, and thereby improve its
competitiveness against oil majors.
Yoho Resources is among the few
early explorers of unconventional
shale plays within the Western
Canadian Sedimentary Basin.
“We went in early because that’s
the only way a junior company like us
could compete,” says president and
CEO Brian McLachlan. “With that
strategic move, we established a
good land position in the Duvernay, a
world-class, liquid-rich gas play.”
Using multistage hydraulic
fracking, Yoho was the first to crack
the Duvernay formation in 2009,
making it a pioneer in the region.
The Duvernay, located in Kaybob,
west central Alberta, yields very high
liquids with the natural gas produced
and 65 per cent of those liquids is
condensate, which receives a slightly
higher price than premium quality oil.
“We are very excited about the
potential of the Duvernay,”
McLachlan says. “We believe our
lands are located right in the sweetest
spot of the whole play.”
Another unconventional play Yoho
is developing is the Jean Marie in
Mike, British Columbia. Yoho
produced an average 2,337 barrels of
oil equivalent (boe) per day during the
last fiscal year, up by 6 per cent from
2,207 boe per day in fiscal 2012. With
its proved plus probable reserves
reaching 52.7 million boe in the last
fiscal year (as evaluated by GLJ
Petroleum Consultants), Yoho is
well-positioned for the future. Its
estimated reserves surged 92 per cent
from 27.4 million boe in fiscal 2012.
“We aim to maintain our steady
growth while keeping our costs in
line,” McLachlan says. “We are also
working up new ideas for strategic
land acquisition and possible
alternative sources of funds.”
Yoho field crew turns on a master valve to a well.
Napier-Reid tackles water treatment challenges with custom engineering
Tim Otton (left), president, and Frank Li, vice-president
Decades before the most
comprehensive government
regulations for the water treatment
industry were implemented,
Napier-Reid had already been
supplying engineering services and
process equipment to water and
wastewater treatment plants in
Canada. The company is
expanding to serve Asia’s nascent
municipal and industrial markets,
particularly in the mining and oil and
gas sectors.
Napier-Reid boasts a strong
in-house engineering and research
and development team backed by
Axia offers fibre network
as basic infrastructure
From conference calling on
smartphones and getting news
updates on tablets to doing
business on laptops – the internet is
indispensable to daily life. Highperforming internet access is
particularly crucial to most
industrial operations and key
services such as hospitals and
schools.
Axia provides this highperformance connectivity through
a business model that regards
internet access over a fibre
network as basic infrastructure.
Axia’s fibre network transports
packets of online data without
interfering with the content. Where
traditional copper networks
transport content from one or two
providers, Axia’s fibre network
gives customers more choices by
encouraging competition among
content providers.
“The key is to be able to offer
the end users a choice,” says Art
Price, chairman and CEO. “We see
Art Price, chairman and CEO
it as our job to get the end users to
the global service they choose.”
Axia successfully implemented
this business model in Singapore,
which regards high-performance
internet connectivity as essential to
its economy. Having formed
partnerships with companies that
recognised this connectivity as a
utility, Axia established Singapore’s
citywide fibre network.
Burgeoning Southeast Asian
economies continue to pursue fibre
network access. Though Indonesia,
Vietnam, the Philippines and other
Asian countries rank among the
world’s heaviest internet users,
internet penetration in Asia remains
at 27.5 per cent.
Axia is open to alliances with
companies in the region that
understand the inherent value of its
business model and are wellestablished in their respective
countries.
It also welcomes collaborations
with governments that acknowledge
the benefits of having a national
fibre network. Governments can
support Axia’s fibre network in the
form of grants or using the network
as a customer.
“You have to have a fibre
network in place,” Price says. “If
you don’t have it, you will not be able
to compete globally.”
Welch supports businesses
setting up in Canadian cities
Ottawa fittingly derives its name
from a native Canadian word
meaning “to trade”. With its strong
economic agenda, the Canadian
capital offers numerous
opportunities to Asian companies
looking to invest and expand in
Canada. As a full-service chartered
accounting firm, Ottawa-based
Welch has helped businesses
coming to Ottawa, Toronto and other
eastern Canadian cities since 1918.
“If a client wants to do business
in Canada, we’re here to make that
relationship and help grow it,” says
managing partner Micheal Burch.
Having marked its 95th
anniversary last year, Welch has
grown to establish 12 offices
throughout Ontario and Quebec
where it offers a wide range of
personalised services. These
services include auditing,
accounting and Canadian tax
planning particularly for ownermanaged companies, a number
of which have trusted Welch
for more than 60 years.
Welch has also earned the
confidence of government
organisations that rely on it for
confidential audits, such as the
Canadian Radio-television and
Telecommunications Commission
and the Federal Communications
Micheal Burch,
managing partner
Commission of the United States.
The firm has been responsible for
the Office of the Auditor General
of Canada for 30 years, alongside
the Canadian International
Development Agency and National
Research Council. The city of
Toronto likewise depends on
Welch for comprehensive
auditing services.
Local and foreign-owned
companies can count on Welch to
provide the same level of service in
Ontario. Apart from offering
assistance with payroll, accounting,
procurement and compliance
requirements, Welch becomes a
long-term and dependable partner
to these companies with its key
connections in fields such as
banking, law and real estate.
Foreign businesses can also
leverage the firm’s membership in
global accounting and advisory
association, BKR International, as
Welch encourages their growth in
Canada. “We’ve worked hand-inhand with businesses that have
come to Canada and created
significant enterprises, and we
continue to help them,” Burch says.
university collaborations. One of its
core technologies, the Bio-Batch
Sequencing Batch Reactor (SBR),
employs a simpler wastewater
treatment process and produces
better treatment results with
integral nutrient removal. The
Bio-Batch system also requires less
footprint and equipment as well as
chemicals and manpower,
benefiting owners with lower capital
and operating costs.
The company meets clients’
needs with custom-design systems.
Abu Dhabi’s Mafraq Wastewater
Treatment Plant, for instance,
applied Napier-Reid’s Bio-Batch
technology to convert two of its
emergency storage tanks into SBR
tanks, and increase its treatment
capacity by 50,000 cubic metres
per day.
Napier-Reid’s BioRotor Rotating
Biological Contactor technology and
package ultrafiltration membrane
systems were applied to handle the
huge drinking-water demand and
wastewater generation in First
Quantum Minerals’ Cobre Panama
project – the world’s largest
undeveloped copper deposit.
Thanks to Napier-Reid’s custom
engineering capacity and
experience in tackling rough
environments, projects of major
mining companies such as
Barrick Gold, Kinross, Xstrata and
Cameco have progressed
successfully. Napier-Reid also
works closely with major oil and gas
companies in the Middle East,
Venezuela and Nigeria.
“Working with the world’s
largest mining and oil and gas
companies, Napier-Reid developed
into a top water solution provider
that can handle the most demanding
engineering and quality
requirements,” says Frank Li,
vice-president.
Aside from bringing its
engineering expertise into municipal
and industrial sectors in Asean
countries and India, Napier-Reid is
looking for local distributors to help
the company double its growth in
the next five years.
“We’re flexible partners. Having
worked on over 3,000 projects
globally for 63 years, we are able to
provide reliable water and
wastewater treatment solutions for
almost every requirement,” says
president Tim Otton.
S14 Friday, February 21, 2014
SPECIAL REPORT: CANADA COUNTRY REPORT
Sponsored section in co-operation with Discovery Reports
North America
gateway ripe for
Asian investments
A
s one of the largest global
exporters of softwood
lumber, British Columbia
has successfully fostered
international trade while
sustainably managing its rich natural
resources for decades. Situated as a
gateway to the Asia-Pacific region,
the Canadian west coast province is
one of North America’s most
competitive and dynamic places for
trade and investment.
British Columbia attracts
investors from a wide range of
industries worldwide, from forestry,
mining and renewable energy
technology to international
education, transport infrastructure
and tourism. It is undertaking major
expansions of its transport facilities
to support increasing trade with Asia
following an astounding 14.2 per cent
growth worth US$29.8 billion of
exports to the Pacific Rim in 2011.
British Columbia is primed to
serve Asia as it responds to the
region’s growing demand for
liquefied natural gas. The province
possesses a vast supply of natural
gas products, having more than 160
years’ worth of natural gas reserves
and extracting about 4 trillion cubic
feet of natural gas each year. With
abundant resources, a strategic
location and a sound business
environment, local and foreign
companies in British Columbia enjoy
an atmosphere ripe for investment.
Well-educated workers
provide the required skills to support
the wide range of investment
opportunities in British Columbia.
Thousands of immigrants arrive in
British Columbia each year, deeply
enriching the province’s diverse
working communities.
“We mobilise British Columbia’s
diverse population particularly those
with business skills, and encourage
them to work with local Canadians to
nurture relationships, understand the
culture and share knowledge on
doing business,” says Teresa Wat,
British Columbia's newly elected
minister of international trade.
“Getting the immigrants and the
locals to work together deepens our
trading relationships with
Asia-Pacific.”
Tasked to strengthen British
Columbia’s relationships with Asia,
Wat is a seasoned international
relations professional, having
worked in multiple Asian
governments before emigrating
to Canada.
The British Columbia Ministry of
International Trade was created to
diversify the province’s economic
trading partners, promote
multiculturalism and attract
investments that will spur job
creation throughout the province. It
supports British Columbia’s Trade
and Invest representatives in key
cities worldwide and provides a link
to the province’s business network.
British Columbia has earned top
marks for its leadership on cutting
red tape and streamlining
regulations. Its business
incorporation processes are
completed in only a matter of hours.
“We provide custom-made services
to potential investors. It’s a personto-person service, so the investor
can walk through the whole
investment experience without any
kind of trouble,” Wat says.
“Canada’s sound financial system
and stable national economy
also allow businesses to invest
with confidence.”
Providing companies with a
financial boost via significant tax
cuts, British Columbia’s general
corporate income tax rate of only
26 per cent is among the lowest of
the G7 countries.
The province also provides tax
credits and exemptions to
international business activities such
as research and development,
mining exploration, oil and natural
gas production, film and TV
production, and new media
including digital animation and
game development.
British Columbia continues to
build on the strength of Canada’s
traditional high-quality natural
resource products as it shifts its
major export markets from the United
States and western Europe to China
and other Asian countries.
Selling about 2.5 billion renminbi
bonds (HK$3.19 billion) with a coupon
of 2.25 per cent, British Columbia
boosted interest from the
international renminbi bond issuance
market. British Columbia is the first
non-Chinese government entity with
an AAA rating to issue one-year “dim
sum” bonds, encouraging new
issuers and opening up a market that
has been mostly limited to Chinese
companies and large multinationals.
“Asian companies should set up
their headquarters in British
Columbia. With a diverse population
that speaks the same language,
Chinese companies will be
comfortable dealing with Canadian
firms,” Wat says.
“We have a skilled labour force
and pro-business government. We
are the first jurisdiction to issue
bonds in renminbi. That signals our
commitment to China and our
openness to trading with the rest
of Asia.”
Teresa Wat (left), British Columbia's minister of international trade, and Christy Clark, British Columbia’s premier
Asian companies find success in British Columbia
When Shi Hao stepped into his office
along Burrard Street in Vancouver for
the first time, the chief representative
of Agricultural Bank of China (ABC)
was not completely treading new
territory. Hao was an international
student at the University of British
Columbia more than 10 years ago. He
has returned to Canada from China,
this time to represent one of the
world’s top 10 largest banks.
ABC joins the growing number of
foreign companies partaking in
opportunities that abound in British
Columbia. The province has been
home to nearly 1,000 international
companies from Mercedes-Benz,
IBM, BASF and NAMCO Bandai
Games to Amazon, Electronic Arts
and Microsoft, to name a few.
The bank’s location in Vancouver
is its fifth representative office
overseas, after New York, Tokyo,
Frankfurt and Sydney. British
Columbia Premier Christy Clark met
with Hao in Beijing in November 2011
to discuss the prospect of establishing
a presence in the province.
With the help of the British
Columbia ministry of international
trade office in Beijing, Canada’s Office
of the Superintendent of Financial
Institutions (OSFI) approved ABC’s
request to set up a representative
office in Vancouver in May 2012.
ABC is applying this time to be
recognised by OSFI as a Schedule III
bank, with its Canadian head office in
Vancouver.
“Our future is incumbent in AsiaPacific, especially in China,” says
Teresa Wat, British Columbia’s
minister of international trade. “Our
ministry’s mandate is to secure at
least five corporations from that
region to set up their headquarters in
British Columbia.”
ABC’s decision to set up an office
in the province is understandable.
British Columbia has one of the most
stable financial systems in the world.
While most economies reeled from
the 2007 global financial crisis, strict
adherence to financial regulations
sheltered the British Columbia
banking system.
The province boasts a strong,
responsible fiscal policy and a
balanced government budget.
Moody’s and Standard & Poor’s have
consistently given British Columbia
their highest rating of AAA.
Perfect location
Strategically located on Canada’s
west coast, British Columbia also lies
at the commercial crossroads of
North America and Asia-Pacific. In
particular, the ports of Vancouver,
Kitimat, Stewart and Prince Rupert
are Asia’s closest ports of entry on the
west coast of North America. Vessel
transit time from Prince Rupert to
Shanghai, for example, takes only
about 10 days.
“Our biggest attraction is our
location,” Wat says. “Any Asian
company that would like to do
business in North America, or even
Premier Christy Clark and Minister of International Trade Teresa Wat lead British Columbia’s efforts to forge a stronger relationship
with China. Located on Canada’s west coast, British Columbia lies at the commercial crossroads of North America and Asia-Pacific.
South America, would have close
communication with both Asia-Pacific
and North America.”
Such proximity augurs well for
Chinese companies wanting to trade
with British Columbia. This is the case
with Beijing Xinhaiyou Trading, which
has taken interest in one of British
Columbia’s natural resources – glacial
water. The market for bottled water in
China is forecast to shoot up, and the
Chinese company has turned to
British Columbia for its supply. In
particular, overall demand for bottled
water across China is predicted to
reach around US$16 billion by 2017,
up 78 per cent from only US$9 billion
in 2012.
British Columbia trade and
investment representatives
immediately supported the Chinese
company by referring Chilliwackbased Pacific Water International,
which bottles pristine mountain water
from the province. The
representatives arranged a tour of
Pacific Water’s facilities for Beijing
Xinhaiyou executives and assisted the
Chinese company in subsequent due
diligence required in British Columbia.
Beijing Xinhaiyou closed
a deal worth C$7.7 million
(HK$54.4 million) in only six weeks of
preparation, paving the way for the
export of hundreds of water
containers each month.
Wider market with Nafta
British Columbia is also a channel to a
broader market for products and
services as the province enjoys
duty-free access to the world’s largest
marketplace with the North American
Free Trade Agreement (Nafta).
Comprising the United States, Mexico
and Canada, Nafta covers an
enormous market of roughly half
a billion people spending about
US$20 trillion annually.
This market is open to foreign
companies that have entered into
partnerships with businesses based in
British Columbia. Such is the case
with Durae, South Korea’s largest
manufacturer of cosmetics and
beauty products.
Durae has partnered with
Richmond-based Ironwood Clay,
which mines mineral-rich clay
Cultural diversity builds powerful Asia-Pacific connections
British Columbia (BC) is the most
ethnically diverse province in
Canada, with immigrants comprising
almost 30 per cent of its population.
The province welcomes nearly
40,000 immigrants each year, the
majority of whom emigrated from
Asia-Pacific, particularly China,
India and South Korea.
“Multiculturalism has become a
way of life in BC. We see it as a
competitive advantage, as diversity
opens opportunities to do business
across cultures,” says Teresa Wat,
British Columbia’s minister of
international trade. “Now, as we
look at deepening our ties
with Asia-Pacific and China, we are
leveraging our multicultural
population to seize business
development leads that will
enhance trading of BC’s worldclass goods and services, and bring
in investments.”
Offering top-ranked quality of
life, people from all cultures
continue to converge in British
Columbia in their hope to secure a
prosperous future for their families
and businesses. It has become a
global magnet for talent, attracting a
workforce that is ethnically diverse,
well-educated and highly skilled.
This contributes to British
Columbia’s attractiveness as a base
for international companies, along
with the province’s strategic
location, vast resources, probusiness regulations and low taxes.
The international trade ministry
is closely working with privatesector partners and other
government agencies to cement the
province’s reputation as North
America’s gateway for Asia-Pacific
trade. Three ministerial trade
missions have been launched since
September 2011 to promote British
Columbia’s distinct advantages to its
key Asian markets – China, South
Korea, Japan and India.
“In this competitive and
challenging economic environment,
we need to keep reminding our
priority markets that we exist and
we have all the best resources
available for them,” Wat says. “In
our Asian trade missions, we
strengthen government-togovernment relations, which we
found extremely critical in opening
the doors of business.”
British Columbia’s jobs and trade
mission to China, Japan and South
Korea, led by Premier Christy Clark
and Wat in December, was
exceptionally successful. The event
led to the signing of several
partnership agreements with
Chinese organisations and
businesses, including a trade and
investment co-operation deal with
the Guangdong Department of
Foreign Trade and Economic
Co-operation covering the south
China region. British Columbia also
forged an energy partnership
agreement with Japan.
“We will continue to tap our
cultural diversity to connect British
Columbia businesses with Asian
demand, thereby keeping our
province’s economy stable and
growing,” Wat says.
material in Bella Bella in British
Columbia for use in skincare
formulations around the world.
Together with Durae, Ironwood
will be using new formulations
derived from glacial clays to develop
and market new products. The
Canadian company has particularly
developed a technology to extract
more than 70 minerals for use in
personal care items.
The Korean company, through
AmorePacific, made an initial
shipment of 13 tonnes of glacial
clay-derived marine mineral water
from Ironwood in 2012. The orders
have been steady since then. But the
relationship between Durae and
Ironwood extends beyond trading.
Ironwood will share industry and
product knowledge with Durae and
both companies will have the
opportunity to meet each other’s
clients and regional contacts.
craft beer in the Japanese market.
He was not mistaken as his
introduction of craft beer from
Phillips Brewing based in Victoria was
met with enthusiasm from Japanese
consumers.
The ministry supported Chiu in
promoting Phillips’ beers to various
bars and restaurants across major
cities in Japan. Vivace’s biggest
success so far was the inclusion of
Phillips’ beers as part of a two-week
focus on food from Canada at Hankyu
Hanshin Department Store’s flagship
location at Osaka Station. Hundreds of
bottles of Phillips beer were sold
during the fair.
With Chiu’s diligence in capturing
the Japanese market coupled with
the ministry’s continued support, Blue
Buck, Slipstream Cream Ale and
Phoenix Gold Lager will soon become
familiar beer brands across Japanese
watering holes.
World-class products
Sustained focus on
Asia-Pacific region
The trade patterns of British Columbia
have shifted over the years from the
US and Europe to Asia-Pacific. Former
British Columbia Premier Gordon
Campbell foresaw this trend as early
as a decade ago and acted
accordingly by redirecting trade
promotion to the region.
Campbell oversaw the expansion
in the Chinese market of trade in
lumber products. The government set
up a marketing office in Shanghai,
which showcased the excellent
quality of wooden houses from British
Columbia. The campaign was so
successful that over the years the
demand from China grew to account
for about 40 per cent of British
Columbia’s total lumber exports. With
overall trade expanding 24 per cent
yearly since 2002, China has become
the province’s fastest-growing export
market and its second-largest trading
partner after the US.
British Columbia replicated the
marketing model for lumber in other
countries such as Japan, South Korea
and India, and expanded the range of
products involved. British Columbia,
for example, is changing the
landscape of the beer market in
Japan. The country’s penchant for the
beverage is renowned worldwide.
As the seventh-largest beer market in
the world, Japan consumes about
6 billion litres of beer, which is more
than twice Canada’s consumption
levels.
British Columbia is matching this
craving by introducing craft beer
made from high-quality natural
ingredients. One such British
Columbia company leading this
initiative is Vivace, which exports and
markets special alcoholic beverages
to Japan. The company’s founder,
Raymond Chiu, moved to Japan in
1998 to market various products
before launching Vivace in 2012.
Despite the local dominance of
major Japanese breweries such as
Asahi, Kirin, Suntory and Sapporo,
Chiu saw the potential for Canadian
British Columbia continues to build up
trade with and investments in AsiaPacific, focusing on industries ranging
from agri-food, forestry, mining and
natural gas to international education,
clean technology and tourism.
The ministry welcomed 27
business leaders representing 20
Chinese companies from various
sectors in September last year. During
the same month, companies in the
ocean science and technology sector
from British Columbia went on
a 12-day trade mission to China,
showcasing their expertise and
innovation. The mission kicked off at
the Oceanology International China
show in Shanghai. British Columbia
companies and institutes, such as
ASL Environmental Sciences and
AML Oceanographic, met with key
research centres across east China.
These meetings provided an
opportunity for companies from
British Columbia to support China’s
ambitious maritime strategy to
develop an environmentally friendly
and efficient seaside economy.
British Columbia is similarly
focusing on liquefied natural gas
(LNG). After arriving in Beijing in
November last year, Clark and Wat
visited Nantong and the Jiangsu
Rudong LNG facility, a gasification
plant capable of handling British
Columbia’s LNG exports.
“You have to strike up a good
relationship first, and to do that, you
have to understand their culture and
the way they do business,” Wat says.
“We are blessed with a diverse
population that comes from AsiaPacific and these people know how to
do business with their original home
countries.”
This personal approach,
incorporated into the various
initiatives of the ministry, has helped
knit success stories of companies and
helped expand the trading and
business relationship between British
Columbia and Asia-Pacific.
Friday, February 21, 2014 S15
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
MaXfield offers one-stop service
for fabricated steel products
A
n integrated solutions
partner in the
compressed-gas
industry across Western
Canada, MaXfield does
business by getting things done right
the first time. As a manufacturer of
pressurised tank trailers for a variety
of liquefied gases, MaXfield ensures
it operates in a safe environment,
providing cost-saving benefits
and assured quality service to
its customers.
Headquartered in Crossfield,
Alberta, MaXfield – which stands for
Manufacturing at Crossfield – has
niche markets in the oil and gas,
agricultural, anhydrous ammonia
and propane distribution sectors.
The company has satellite plants
and offices in Saskatoon,
Saskatchewan and Brandon,
Manitoba.
Working with the largest energy
producers and bulk carriers such as
Suncor, Nexen, Gibson and Trimac,
MaXfield’s diversified products
include fabricated pressure vessels,
pipe spooling, structural skids and
cargo transport. Going through
dynamic organic growth expansion,
MaXfield’s revenue grew
Tony Giasson (left), president and chief operating officer, and Budi Setiawan, board chair and CEO
exponentially from HK$51 million in
2002 to HK$513 million last year.
MaXfield offers integrated
support services, from the upstream
process of supplying fracturing
equipment, to midstream which
includes building storage tanks,
to downstream transport for
retail applications.
A rare feat in the fabricating
sector, MaXfield is able to meet
various needs across manufacturing
functions.
“You can get the full package
from MaXfield without having to
source from different suppliers,”
says Tony Giasson, president and
chief operating officer.
To maintain safety and quality,
MaXfield monitors product
inspection schedules and sends
clients the list of equipment due for
retesting. With up-to-date regulatory
safety certifications, MaXfield also
develops regulations for the
industry.
Ensuring the best service,
MaXfield has designed a refinery
gate for its trucking system, which
other truckers in Western Canada
have also adopted. “Our innovative
product has become a standard in
the industry,” Giasson says.
MaXfield looks for potential
partners, particularly as it seeks to
grow its oil and gas, and also its
structural and assembly services.
“At MaXfield, we do not just create
products – we provide solutions,”
says Budi Setiawan, board chair
and CEO.
Waste-to-biofuels
technology ready
for global rollout
Breakthrough technology developed
by Enerkem converts a multitude of
waste material into renewable fuel
and chemicals, making it possible to
replace the use of petroleum in a
wide range of products. The
innovation has been tested and
validated over the past 13 years and
is coming into full-scale commercial
production at the Edmonton Waste
Management Centre this year.
“Feedstock flexibility is the key
aspect in the energy world of
tomorrow,” says Vincent Chornet,
Enerkem’s president and CEO. “This
is what we are offering to the world.”
The company’s proprietary
technology can use municipal solid
waste (MSW), biomass, natural gas,
industrial and commercial waste,
and a host of otherwise nonrecyclable garbage as feedstock.
Its 25-year partnership with the
city of Edmonton in Alberta to convert
MSW into cellulosic ethanol will
allow the city to divert 90 per cent of
MSW from landfills, compared to 60
per cent being recycled or
composted. It will also ease
supply bottlenecks for
ethanol, which is in
high demand
globally due to
renewable fuel
mandates.
DIALOG’s integrated design solutions
infuse creative sustainability
Jim Anderson, principal
DIALOG demonstrates its
commitment to sustainability and a
multidisciplinary approach through
innovative building solutions that
maximise efficiency and quality, and
limit environmental impact.
As one of Canada’s largest fully
integrated architectural,
engineering, interior design, urban
planning and landscape architecture
firms, DIALOG has more than 500
employees with four studios across
the country in Vancouver, Toronto,
Calgary and Edmonton.
DIALOG’s philosophy is that of
inclusion and collaboration. Founded
on the engagement of clients and
stakeholders, the firm aims to deliver
outstanding solutions that leave a
lasting, positive mark on the
community through its
multidisciplinary teams. The success
of this philosophy is apparent in the
quality of its award-winning work,
from sustainable community
planning and urban design to
comprehensive, mixed-use private
development and groundbreaking
institutional projects.
“We approach design in a
multifaceted, collaborative way,
which allows us to provide
innovative solutions to address our
clients’ pressing challenges,” says
principal Jim Anderson.
DIALOG’s successful approach is
UWindsor offers leading
research, engineering centres
Developing dynamic and relevant
programmes, while cultivating a
holistic educational experience for
students, are important for the
University of Windsor (UWindsor).
As a student-centred academic
institution, UWindsor provides a
learning environment that is in step
with global economic changes and
prepares students for the future.
The university’s location along
the Detroit-Windsor trade
corridor, which spans the United
States and Canada borders, has
provided UWindsor a strategic
vantage point.
“Being the only university in
Canada that sits on a major trade
border has influenced the
development of programmes that
are closely tied into the global trade
context, and has created strong
international interest,” says
Dr Alan Wildeman, president and
vice-chancellor.
Students from all over the world
choose the university for its notable
academic and research
programmes. UWindsor attracted
more than 2,000 international
Dr Alan Wildeman, president
and vice-chancellor
students last year – 900 of them
came from China.
To enable students to learn
engineering in action, the university
built the state-of-the-art Ed Lumley
Centre for Engineering Innovation.
Partnerships with vehicle
companies such as Ford, General
Motors and Chrysler Canada also
add depth to UWindsor’s
engineering programme, allowing
students to stay abreast of
industry trends and pursue
research and development.
The Great Lakes Institute for
Environmental Research on
campus, one of Canada’s leading
research centres, equips students
with cutting-edge technologies for
the study of the world’s largest
group of freshwater lakes.
Taking pride in its ability to
contribute to freshwater research,
UWindsor partnered with
Southwest University in
Chongqing to work on freshwater
projects that can help China
develop stronger frameworks for
environment protection.
UWindsor seeks similar
collaborations with industries and
universities in Asia, particularly in
China where it looks to engage
Chinese educators on pedagogy.
“We see engagement in Asia as
an important part of our mission. It
is our plan to develop international
collaborations that build on our
strengths,” Wildeman says.
Certispec supports global
supply chains
Time is of the essence in the certification business, as
global supply chains often require a quick turnaround of
inspection and testing results. Recognising that a
complete understanding of clients’ technical
requirements is crucial to the certification process,
Certispec Services invests time and resources in being
nimble and flexible.
“We get to know our customers and adapt to their
individual needs,” says Glen Todd, Certispec’s president.
“We’re able to move more quickly because we don’t
have the complexity of bigger companies. We can jump
in and take advantage of opportunities, while others may
not have that option.”
The company’s growth has been opportunity-driven.
Starting out by certifying jet fuel shipments for the airline
industry in 1992, Certispec has expanded its services to
oil and gas, agriculture, mining and a host of
manufacturing companies over the past 10 years. As its
reputation grew by word-of-mouth from satisfied clients
such as Sultran and Shell, so did the breadth of its trade.
Offering independent marine surveying, inspection,
sampling and laboratory testing services, Certispec is a
trusted brand with nine offices across Canada. Its
laboratories operate to ISO 17025 standards, the highest
competence level for such facilities. Through various
industry alliances, Certispec has a global reach. Its work
mainly involves bulk commodities cargo, especially
minerals, petroleum, potash and sulphur from Canada.
With Asia increasingly becoming the destination of
Glen Todd, president
these commodities, Certispec is raising its stake in the
region. It opened a joint venture in Jiangsu last year to
support Asia’s commodities and container markets.
“Many companies eyeing international trading aren’t
really familiar with regulations outside of their borders,”
Todd says. “We aim to provide that second level of
confidence to the importer in Canada and the exporter in
China that their shipments are compliant in both
markets.” Certispec is open to forging more joint
ventures to tap growth opportunities in Southeast Asia.
demonstrated in the complex but
functional geometry of the Edmonton
International Airport’s combined
office and control tower.
The tower’s flowing metal
spandrels, combined with optimal
solar orientation, allow maximum
natural daylight in the winter and
shading in the summer.
Another example is the York
Region Forest Stewardship and
Education Centre located outside of
Toronto. Leveraging DIALOG’s
extensive Leadership in Energy &
Environmental Design experience
and its in-house Living Building
Challenge specialist, the centre is a
sustainable and symbiotic building
designed in harmony with the
surrounding forest.
The company welcomes the
opportunity to share its design
expertise with local developers in
Asia, particularly in Hong Kong and
the southern part of the mainland.
“Asia is experiencing rapid
urbanisation. We see a greater need
for more efficient and sustainable
buildings aligned with our
expertise,” Anderson says. “We look
forward to collaboration with clients
who understand the long-term
benefits of sustainability and qualitydriven designs. We are excited to
share the best of our Canadian and
global expertise in Asia.”
Vincent
Chornet,
president
and CEO
One Enerkem standard facility
can produce 38 million litres of
biomethanol or cellulosic ethanol
annually from 100,000 tonnes of
waste. The modularised systems
make it easy to expand capacity for
any combination of biomethanol
and ethanol.
Biomethanol, a raw material for
many plastics and chemicals, is a
higher-value product in markets such
as Asia.
Waste Management and Valero
Energy, among North America’s
largest industry players, are strategic
partners in Enerkem’s rollout across
Canada and the United States.
Enerkem welcomes similar
synergies with established players in
Asia, especially state-owned
industrial partners with ethanol
licences and key links with
municipalities across China. It is also
eyeing partnerships in Singapore,
South Korea and Japan.
“Our facilities offer communities
a solution to sustainably manage
their waste,” says Marie-Hélène
Labrie, vice-president for
government affairs and
communications. “This can
help countries diversify their
energy portfolio, reduce
greenhouse gas emissions
and stimulate economies.”
S16 Friday, February 21, 2014
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Atlantic trade turns
high velocity through
Port of Halifax
I
deally situated along the east
coast of North America, the
Port of Halifax is renowned
among shippers for highvelocity cargo turnaround. It is
one day closer to Southeast Asia via
the Suez Canal than any other east
coast container port.
With container berth depths of
13.7m to 15.2m, the Port of Halifax is
also the only port on the east coast
that can handle fully laden postPanamax container vessels. It is
poised to become an Asian trade
hub with C$115 billion (HK$808 billion)
worth of energy and mining projects
underway in Atlantic Canada.
“Halifax is well-positioned for
growth in the Asian market,” says
Karen Oldfield, president and CEO of
Halifax Port Authority (HPA). “We
have the infrastructure and the
expertise to ensure the full
realisation of trade opportunities in
Atlantic Canada.”
Asian shipments account for
almost 50 per cent of the port’s
container traffic. This is largely due
to Chinese trade, which HPA has
sustained through face-to-face and
virtual networking in Asia since
2005. Exports of Atlantic lobster, a
major selling point in China, nearly
tripled in 2011. Surf clams and sea
cucumber have also become
popular commodities in the seafood
trade. The opportunities magnify
with new sources of potash from
New Brunswick, nickel and iron ore
from Newfoundland and Labrador,
and zinc from Nova Scotia coming
onstream over the next few years.
The infrastructure is in place for
surging trade. Halifax, which has the
world’s second-largest natural
harbour and the deepest container
berths on the North American
eastern seaboard, is the largest fullservice port in Atlantic Canada. The
port is highly competitive, with new
infrastructure and seamless
intermodal connections following
investments worth C$35 million into
its South End Container Terminal
and Richmond Terminals.
The facility upgrades are welltimed for the Royal Canadian Navy’s
fleet modernisation, a 20-year
project slated for the Halifax
Shipyard starting in 2015.
Halifax’s growing logistics park,
which offers value-added
transloading services and
warehouse opportunities, affords
Chinese manufacturers easy access
to and from the North American
heartland. Shipments can also
reach Chicago within 74 hours via
double-stack rail service and can
get to Montreal, Toronto, Boston and
New York within two hours by air.
As a sister port to Shenzhen,
HPA seeks to deepen regional ties
between Atlantic Canada and Asia.
“We’re aiming for critical mass
around fast-growing areas,
especially the Pearl River Delta,”
Oldfield says. “We look forward to
working with the Transport
Commission of Shenzhen
Municipality to achieve this. By
building relationships of trust, we
can bring all partners together for
the benefit of our great nations.”
Halifax is well-positioned
for growth in the Asian
market. We have the
infrastructure and the
expertise to ensure the
full realisation of trade
opportunities in Atlantic
Canada
RJC engineers shape
city skylines
Bringing clients’ visions to life through its expert
knowledge of materials and impressive portfolio, Read
Jones Christoffersen (RJC) is emerging as the largest
independent Canadian-owned consulting engineering
firm of its kind in the world. Structural design and
restoration of buildings of all types and sizes, building
envelope engineering and parking planning make up the
core services of RJC. From these offerings, a number of
areas of specialisation have emerged, attracting global
attention.
RJC’s visionary engineers designed some of the most
extraordinary glass structures in North America such as
the skylight of Calgary’s Core Shopping Centre and the
Ledge of Chicago’s Willis Tower. The projects showcase
the realisation of boundless architectural potential –
structurally and aesthetically – that has made RJC an
industry leader in the structural glass and façade
engineering field.
The firm is also a pioneer in design using engineered
wood products. Collaborating closely with clients and
universities, RJC is applying the latest breakthroughs in
wood technology to its projects, including crosslaminated timber. These initiatives promote wood as a
durable, attractive and less costly building material
alternative.
Another speciality of RJC is engineering of high-rise
buildings. RJC’s engineers co-developed a distributed
damping system called the Viscoelastic Coupling Damper
system to reduce wind and earthquake effects on tall
buildings. They are also sharing their knowledge of
Canadian-style high-rise residential building design with
firms in India.
Douglas Clark, managing director
“Whether designing a new building or restoring an
existing one, we’re always looking for the economical
solution that best fits the needs and priorities of our
clients,” says Douglas Clark, managing director. “RJC
strives for design excellence and innovative practices. In
2012, we were named one of the ‘Top 5 Structural
Engineers that Architects Most Want to Work With’ by
World Architecture 100, a survey of the world’s biggest
architecture practices.”
With offices across Canada and projects located
worldwide, including China, some of RJC’s LEEDaccredited engineers are also equipped with Putonghuaspeaking skills to serve its clients better.
Top Renergy and TSPCan harness
North America’s wind power
Wind energy is gaining a foothold in
Canada’s evolving energy mix. To
cater to this growing sector, venture
capital and joint venture partner
Top Renergy has assisted Chinese
company Shanghai Taisheng Wind
Power Equipment (TSP), a pioneer in
manufacturing wind turbine towers,
to establish its first overseas facility,
named TSP Canada Towers
(TSPCan). Top Renergy and TSP have
invested more than US$25 million in
TSPCan, creating over 100 jobs in the
Niagara region as of last year.
“It’s a strategic decision to open
a facility in North America, seeing the
region’s huge growth potential,” says
Chris Xie, CEO and president of
TSPCan and Top Renergy. “Since the
beginning, we have received strong
support from all levels of government
in Canada.”
TSPCan inaugurated its
450,000 sq ft factory on an 85-hectare
site in Thorold, Ontario in June 2012 to
cater to TSP’s long-time customers,
such as Vestas, Siemens, Senvion
and Goldwind.
The facility can manufacture up
to 200 onshore towers annually to
support 50kw to 3.5mw turbines. It is
equipped with state-of-the-art
Karen Oldfield
President and CEO of Halifax Port Authority
assembly lines to ensure reliable
product volumes and consistent
quality. With additional orders
received, TSPCan anticipates
operating at full capacity this year.
In the second phase of its
development plan, TSPCan intends to
manufacture offshore wind towers
and become the first offshore tower
plant in North America, leveraging its
location to build a dock along
the Welland Canal for shipping
towers worldwide.
“Top Renergy takes pride in
helping TSPCan start its wind tower
manufacturing business in Ontario,
providing not only venture capital
funding, but also hands-on industrial
and managerial experience and
know-how,” Xie says.
Top Renergy envisions bringing
more clean energy-related
overseas companies into Canada to
establish an “International Green
Energy Industrial Park” in the
Niagara region.
“Clean energy is the way of the
future,” Xie says. “TSPCan is here for
the long run and Top Renergy will
continue to play a venture capital
role in supporting clean energy and
other environmentally friendly
industries to help make our world
cleaner and greener.”
Top Renergy
takes pride in
helping TSPCan
start its wind tower
manufacturing
business in Ontario
Chris Xie
CEO and president
Dana Industries brings
retail shelves to life
A striking visual feast guaranteed
to attract consumer attention is
what Dana Industries promises to
deliver with its shelf signage and
packaging solutions. Understanding
that more than 70 per cent of
shoppers’ purchasing decisions are
made in stores, Dana actively works
with its clients to cultivate stronger
brand recognition, boost sales and
provide better in-store customer
experience.
“We work hand-in-hand with
customers to understand their
needs. We find out which strategies
work best. We are not just a supplier
but we function as an extension of
their company,” says vice-president
Frank Borges.
Using high-quality materials and
employing innovative proprietary
manufacturing techniques, Dana
helps brands come alive in a retail
setting with engaging and
informative shelf talkers and
signage. Major retailers such as
Walmart, Toys “R” Us, Sobeys,
FedEx, Hasbro and Carrefour trust
Dana to enliven their shelves.
“We have methods of
processing materials that differ from
the industry standard,” says
president John Ricci. “Our
production methods are industry
leading, resulting in products that
are second to none in our industry.
Our patented process allows us to
produce products better and faster.
We are the ‘Home of the World’s
Best Engineered Shelf Talkers’.”
Dana has transformed shelf
signage in Canada, the United
States and Asia – key markets
where the company established
distribution networks.
With a growing demographic
characterised by greater purchasing
power, Asia is an expanding market
for the company. Dana partnered
with Euroswift Retail Creations, a
display specialist in point-ofpurchase and point-of-sale
merchandising from Singapore,
to leverage its extensive sales
network in Asia. It has also
established a manufacturing
facility in Shanghai to cater to
John Ricci,
president
demands of customers from the
region.
“We have a great deal of respect
for the Asian market,” Ricci says.
“We are very passionate in
supplying our service
and are committed
to supporting our
customers. We go
to great lengths
to ensure
success. This is
what Dana can
bring to Asia.”
Friday, February 21, 2014 S17
Sponsored section in co-operation with Discovery Reports
SPECIAL REPORT: CANADA COUNTRY REPORT
Aurum Group meets
greater demand from
Asia for brighter smiles
A
Hans Maier, president
s more people in AsiaPacific enjoy increasing
disposable income, it is
not surprising that more
dental patients desire to
have beautiful smiles. The Aurum
Group meets this interest with
advances in dental technology and
procedures, changing how dental
offices worldwide practise dentistry.
Through proven implant-based
restorative options and strong white
tooth enhancement and replacement
products, the Aurum Group helps
dentists offer “new smiles” that look
and function better, improving a
patient’s overall well-being.
Its commitment to staying on the
leading edge in dental education
drives the group’s long-term
worldwide success. The company
studies with experts from North
America and around the world
covering all aspects of oral
rehabilitation and smile
reconstruction. It maintains a close
partnership with the Las Vegas
Institute for Advanced Dental Studies
(LVI), a world leader in training
dentists and laboratories on the
latest dental techniques.
“Our LVI partnership lets us
improve dental practices,” says Hans
Maier, president. “Supported by our
training, dentists evolve from being
simple dentistry practitioners to
specialists that look at the entire
mouth, the aesthetic and functional
situation that impact the well-being
of a patient. Known as the
neuromuscular approach, the
concept harmonises the relationship
between the muscles of the mouth
and neck, and the jaws and teeth.”
The Aurum Group is equally
committed to sharing its expertise
with dental practitioners and
patients. It is an approved and
Dynaplas shapes
technical advancements
in high-precision plastics
Moving towards sustainable design,
vehicle manufacturers are placing
greater emphasis on lightweighting,
green technologies and fuel
efficiency. Producing lighter, more
economical and high-quality
precision plastic components,
Dynaplas is upholding the global
automotive industry’s push for
greener and more efficient vehicles.
Dynaplas leverages its in-house
proprietary tooling capabilities,
software and processes to produce
parts to very tight tolerances and
specifications. With expertise in
innovative precision components for
under-the-hood assemblies and
multicavitational products, Dynaplas
can produce a variety of materials at
high volumes and pricing levels that
are globally competitive.
Virtually every car line in the
world uses Dynaplas’ parts. The
company uses high-temperature,
high-precision resins for applications
such as valve bodies (braking
systems), accessory drive
components (engine fuel economy),
transmission solenoids, fuel
transmission housings and
electrical parts.
“Producing the next generation of
technology is important for us,” says
Greg Walton, president and CEO. “We
are passionate about being a
technical generation ahead and
Greg Walton, president and CEO
finding possibilities to produce
alternative parts for lighter and more
fuel-efficient cars.”
While engineering and
technology drive Dynaplas forward,
the company’s backbone is its people.
Its engineers are involved in creative
activities on a daily basis. Their
ingenuity and passion resulted in an
innovative use for Dynaplas’ plastic
technology. Aside from vehicle
components, Dynaplas produces H2O
Performance Paddles for touring and
whitewater kayak enthusiasts. H2O’s
paddles revolutionised the paddle
sports industry by applying new
technologies to an industry that had
been technology-dated for some time.
Dynaplas nurtures long-term
relationships with tier-one
manufacturers such as Litens
Automotive Group, Bosch, TRW
and Continental, among many
others, advancing with them as they
grow. Open to expanding in Asia,
Dynaplas is continuing to ship
products in the region for local
vehicle production and is
inviting partners with a commitment
to development.
“We innovate ahead of the
market requirement,” Walton says.
“The technology we provide to
the automotive industry is very
relevant to what is going on inside
China and Asia.”
Technology-driven STEM
programmes take UOIT
to forefront of innovation
In its pursuit to challenge, innovate
and connect, the University of Ontario
Institute of Technology (UOIT) in
Oshawa, Ontario, has risen as one of
Canada’s premier research
universities. With comprehensive
science, technology, engineering and
mathematics (STEM) programmes,
UOIT has been delivering technologyintensive education for more than a
decade to meet the demands of
knowledge-driven economies.
With a sponsored research
income of HK$93 million, UOIT strives
to be at the forefront of innovation.
“Our students participate in industryfacing educational and research
programmes,” says Dr Michael Owen,
vice-president for research,
innovation and international. “This is
how they become entrepreneurs,
societal leaders and sought-after
employees of the future.”
Showcasing UOIT’s technical and
engineering innovation is the
Automotive Centre of Excellence
(ACE), the first and only integrated
research and testing facility of its kind
for industry, manufacturers and startup companies to validate the dynamic
capabilities of new products. ACE
features numerous sophisticated test
chambers, research laboratories and
a massive climactic wind tunnel with
extreme-weather capabilities that
support clean and green energy
development. Funded by the federal
and provincial government, ACE is
owned and operated by the university.
UOIT’s culturally diverse
constituency reflects the university’s
collaborative approach. It works with
local and international institutions and
industry partners, exploring different
perspectives and cutting-edge
solutions.
Equipping students with a wide
range of experiential learning
opportunities, UOIT teams up with
more than 70 companies for cooperative placements, internships and
capstone programmes. A partnership
with Hong Kong Science &
Technology Parks gives students
exposure to entrepreneurial
companies for hands-on knowledge
of global market planning.
UOIT collaborates with several
Asian universities for research
activities, including China’s Tongji
University and Shanghai Jiao Tong
University’s State Key Laboratory of
Mechanical Systems and Vibration.
Last year, UOIT participated in the
Ontario-China technology transfer
discussions on hydrogen fuel cells
and hydrogen production. Reinforcing
its nuclear science expertise, UOIT
forges links with Japan’s Fukui
University of Technology on energy
systems engineering.
“Through exchange and research
agreements with reputable
institutions, we aim to attract Chinese
and Asian investors to Ontario’s
Durham Region, specifically in
advanced manufacturing, sustainable
energy and information technology,”
Owen says. “As a global university,
we continue to develop knowledge
and technologies that will be
important internationally.”
Dr Michael Owen, vice-president for research, innovation and
international, says students become future leaders.
recognised provider of the American
Dental Association and the Academy
of General Dentistry. These
affiliations allow the company to
collaborate with universities and
dental associations and share
pioneering possibilities in the field.
The group’s Aurum Ceramic/
Classic division, one of the biggest
and most advanced dental
laboratories in Canada, is expanding
in Hong Kong and Asia to supply
innovative treatments. Employing
proprietary solutions such as Cristal
Veneers and SomnoMed sleep
disorder dental treatments, Aurum
Ceramic/Classic and the group’s
distribution company Cerum Dental
Supplies continue to invest in
modern equipment, techniques
and solutions.
“We empower our people
and the dentists they work with
to grow,” Maier says.
Customer is king with CIK
Telecom’s exceptional service
For CIK Telecom, one principle guides its every business
decision: the customer is king. Going beyond providing
cost-competitive services, CIK dedicates itself to taking
customer experience to another level.
“From the beginning, we knew our main focus should
always be the customer. Our services and policies are
based on this principle,” says Jordan Deng, CEO.
As one of Canada’s fastest-growing
telecommunications and multimedia service providers,
CIK leverages its wide network to connect large ethnic
communities across major cities in Canada from west to
east coast. With 30 to 50 per cent market share of the
internet service for the Chinese community in Canada, CIK
is also looking to serve other South Asian communities
and the mainstream market.
Through its own advanced infrastructure, CIK
offers Internet Protocol (IP) home phone, high-speed
internet and IP television alongside long-distance and
fax-to-email services.
In the telecommunications industry, where larger
companies tend to offer similar services, CIK
differentiates itself through exceptional service. Offering
24/7 multilingual support, CIK operates its own call
centres in Canada, China and Vietnam to ensure a high
quality of service.
Staying on top of industry trends, CIK is always eyeing
technologies that can deliver more value for money to
customers. CIK is also exploring various areas for
business development. One area is the integration of
home monitoring systems and home shopping
applications into its service portfolio.
The development of more entertainment applications
is another promising niche. In line with this, CIK partners
Jordan Deng, CEO
with companies such as education channel CEC-TV and
online video provider LeTV.com in China to disseminate
wider varieties of foreign content.
CIK also works with hardware companies such as
network and communications solutions provider Fujian
Star-net Communication to capitalise on the fastdeveloping technologies on the mainland.
“We seek partners to help us best maximise our
technology to expand into Asia. We’re also open to
working with like-minded companies from Asia interested
in growing in North America,” Deng says.
ABS Systems’ HospitalMetrics3D
revolutionises health care management
More countries are using health
informatics to improve their health
care systems, which is particularly
evident in Canada, where the state
provides comprehensive health
coverage for all citizens. With more
than 30 years of experience in
developing business intelligence
(BI) and decision support
technologies, homegrown software
company ABS Systems is at the
forefront of this evolution.
“Our sole focus is on BI for
health care,” says executive
vice-president and chief operating
officer Oren Chervinsky.
“HospitalMetrics3D, our complete
intelligence solution, was built
backwards – designed in tandem
with health care information users,
not technology experts.”
Based on the company’s
award-winning performance
measurement platform Metrics3D,
HospitalMetrics3D helps decisionmakers use health care’s “big data”
more effectively, resulting in quicker
and more accurate decision-making
with a cost-effective model. The
revolutionary solution allows
executives to directly access
empirical information to plan,
monitor and assess hospitals’
clinical and operational activities,
and compliance with government
reporting requirements.
In addition to being reasonably
priced and easy to deploy, the
enterprise-wide solution is
HospitalMetrics3D,
our complete
intelligence
solution, was built
backwards –
designed in
tandem with health
care information
users, not
technology experts
Oren Chervinsky
Executive vice-president and
chief operating officer
user-friendly even for non-technical
users. Developed as a web-based
BI tool, HospitalMetrics3D does not
require a supporting information
technology department.
To help hospitals target key
departments and to assist with
integration and adoption, ABS
also offers specialised analytics
and reporting modules for
radiology information systems,
picture archiving and
communication systems and
cardiovascular.
With the popularity of health
care BI in general, and
HospitalMetrics3D in particular, ABS
has earned the distinction of being
an integrator of thought and
technology trends. ABS is actively
looking for global partnerships to
bring the power of health analytics
to hospitals everywhere, with a
large multinational Japanese
technology firm already on board.
The company is particularly setting
its sights on the flourishing Chinese
health care sector.
“We are excited to forge
partnerships with health care
technology providers or consulting
firms that understand the Asian
markets and the localised health
care issues, and share the goal of
revolutionising health care,”
Chervinsky says.
S18 Friday, February 21, 2014
SPECIAL REPORT: CANADA COUNTRY REPORT
Sponsored section in co-operation with Discovery Reports
East-West fusion
drives Dr Power’s
global success
W
Joshua Huen, CEO
hen Canadian
businessman
Joshua Huen
founded Dr Power,
his Chinese origins
came in handy. As CEO of the leading
supplier of battery packs for portable
electronic devices, Huen combined
North American technology with
China’s manufacturing powerhouse
to drive Dr Power’s phenomenal
success worldwide.
From only two employees
working in a warehouse smaller than
60 square metres, the company has
grown to become an industry leader
recognised globally. It offers more
than 1,000 models of battery packs
and power adapters under the
Dr Battery brand.
Dr Power’s batteries suit a wide
range of portable electronic
products, ranging from notebooks
and camcorders to handheld game
devices and tablets. With stringent
quality control and reasonable
pricing, Dr Power has won the trust
of resellers, distributors and end
users of renowned electronic brands
such as Samsung, Dell, IBM, Lenovo,
HP Compaq and Acer.
Dr Power’s market reach spans
more than 1 million households in
50 countries. In Europe, for example,
the Dr Battery brand is recognised in
13 countries and growing.
A sense for business
Huen recognises business
opportunities long before they arise.
As a college student working at a
local computer store in Vancouver,
Canada, Huen saw how expensive
desktop computers were in 1997.
When their prices dropped after a
couple of years, consumers had
extra money for computer
accessories. Demand for
peripherals, such as large monitors
and laserjet printers, escalated.
After graduating from the
University of Western Ontario in 2001,
Huen was asked by his father to
return to Hong Kong to manage their
business. The family has had a
factory in China for a different
product line for more than 30 years.
Huen returned to Canada after a
year, eager to make his own mark in
the business world.
Laptops were the latest craze at
the time. Recalling his prior
experience, Huen correctly
predicted that laptop prices would
eventually drop, pulling up the
demand for laptop accessories. To
capture the opportunity, he decided
to manufacture replacement
batteries. Huen’s product choice
was simply brilliant.
“The major accessory for a
laptop is not the monitor because a
laptop already has one. It’s also not
the keyboard or mouse. It’s the
battery more than anything else,”
Huen says.
Top Chinese manufacturers
To ensure quality products at
reasonable prices, Huen travelled to
China to search for good suppliers.
Dr Power was keen on working with
companies that shared its vision of
upgrading the quality of products
coming from China. Because Huen
was born in Hong Kong, he knew the
local manufacturers well. Through
joint ventures, he and his partners
upgraded the factories and
relocated some of them to better
production facilities.
“Throughout the years, we
stayed on track, and together with
our suppliers, pursued the highest
standards of quality,” Huen says.
“Today, I think we can safely say that
the world’s perception of the
products coming from China has
changed for the better.”
Dr Power has six production
lines capable of producing more
than 100,000 pieces per month. All
products are manufactured in
ISO-certified facilities with testing
capabilities that meet Conformité
Européene’s and Underwriters
Laboratories’ standards.
Driven by North American
technology
Two technology collaborations at the
turn of the decade were critical to
Dr Power’s success.
The company teamed up in 2009
with Boston-Power, a portable
power specialist from the east coast
of the United States. Dr Power used
Boston-Power’s next-generation
lithium battery technology, the
Sonata, to create the Green Series
batteries. By combining chemical
formulation, mechanical innovation
and electrical design at the battery
cell and system levels, BostonPower created longer-lasting
batteries.
The first in the industry to offer a
three-year warranty, the Green
Series retains about 80 per cent of its
original power even after more than
1,000 recharges. The product line
also ensures a lower long-term
ownership cost as it lasts up to five
times longer than other battery
brands. This translates into less
environmental impact.
Dr Power also collaborated with
Leyden Energy in 2011. Specialising
in batteries for consumer electronics
and electric vehicles, Leyden Energy
focuses on unlocking the full
potential of lithium-ion batteries.
This technology helped
Dr Power in creating the Advanced
Pro Series battery. It is the world’s
first battery pack that can withstand
extreme operating temperatures.
Advanced Pro Series can
operate properly across a
temperature range of between
-20 degrees Celsius and 60 degrees.
A patented salt formula in the
electrolyte endures heat and does
not react with moisture.
The ordinary electrolyte in
other battery brands is heat sensitive
and reacts to moisture. As such,
they can only function properly
within a temperature range of
0 degree Celsius to 35 degrees.
Advanced Pro Series also
features an energy-density design
that gives it a longer running time
than conventional batteries. It
recharges back to at least
70 per cent of its original power even
after more than 800 recharges. Other
battery brands experience
significant performance degradation
when approaching 300 recharges.
“We were one of the first
companies to go back and connect
with research companies to put
specialised and highly developed
technology into practical use,” says
Fan Chun, chief financial officer of
Dr Power. “Our collaboration with
Boston Power and Leyden Energy
allowed us to pursue product
development and choose the raw
materials or battery engineering
design we want to use.”
Core research in China
Keen on bringing these western
technologies into China and
managing costs, Dr Power moved
the office of its chief technology
officer to Hong Kong and its
research and development (R&D)
department to Shenzhen. Tasked
with product innovation and
development, the R&D team in China
comes up with 15 new generic
battery models per month to ensure
that Dr Power has the widest
range of stock and remains on the
cutting edge of innovation in the
battery industry.
The company, however, did not
limit its research to batteries.
Dr Power spent two years of
research on its new line of lightemitting diode (LED) bulbs. Launched
initially in Canada, the Dr Bulb brand
features significant energy savings
of up to 85 per cent. The LED product
line lasts for about 40,000 hours,
which is 15 to 20 times longer than a
halogen bulb lifecycle.
“All our products revolve around
the core themes of high technology,
energy savings and environment
protection,” Huen says. “We are
always ready to accept change and
innovation.”
Bringing e-bikes to North
America
In line with this principle, Dr Power
has also been developing its own
line of electric bicycles, the E-Bike.
Huen was on his way to one of
the China factories when he had an
epiphany after passing by a large
number of people riding electric
bikes. He wondered if the same
strong demand could be replicated
in North America, especially
Canada.
Figures point to a large potential
demand for e-bikes across North
America. While global demand for
e-bikes is at about 2 million units
yearly, Canada buys only about
20,000 of them. Although Canada is
inclined towards using electric
vehicles, Huen foresees that such
a mode of transport may take some
time to take off in Canada because of
the required infrastructure support
such as charging stations. E-bikes,
therefore, presented a promising
alternative.
The E-Bike can run up to 70km
after four to six hours of charging.
Unlike ordinary e-bikes where the
motor is attached to the front or rear
wheel, Dr Power has placed its
motor at the centre sprocket
making the E-Bike look like an
ordinary bicycle.
The company has reached out to
potential customers. Dr Power has
started planning an e-bike pilot
project with BC Hydro and is also
negotiating with the provincial
government of British Columbia for
a bike-share programme for its staff.
To handle manufacturing, Dr Power
has established a joint venture in
China.
Entering new horizons
Despite its success, the company
continues to break new grounds.
Dr Power is inviting technology
partners for fresh product lines.
The company looks to power up
individual households using hybrid
solar and wind energy.
Dr Power is also looking into
waterproof batteries for military and
government equipment such as
two-way radios and handheld global
positioning systems.
The company is keen on
collaborating with regional
distributors to reach areas where
e-commerce has not yet taken off.
These include countries such as
India and China, where demand for
computers, communication devices
and consumer electronics has
grown rapidly.
As dusk falls on its headquarters
along Maycrest Way in Richmond,
British Columbia, Dr Power’s offices
and plants in China are just starting
the day.
The company has become a
non-stop global enterprise changing
the face of the industry one step at a
time.

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