STANDING COMMITTEE OF THE WHOLE AGENDA...

Standing Committee of the Whole Agenda February 8, 2016/

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STANDING COMMITTEE OF THE WHOLE

AGENDA REPORT

Subject: SMART CITY INVESTMENT & INTELLIGENCE MISSION Recommendation(s) That the February 8, 2016 agenda report entitled “Smart City Investment & Intelligence Mission” be received as information.

Purpose of Report This report provides an overview of the City’s successful “Smart City Investment and Intelligence” Mission to Europe, in partnership with provincial, public and private sector partners. The Mission has generated numerous opportunities for the City to continue to explore, from both Smart City integration and business attraction perspectives. The report discusses the benefits accrued from the Mission in addition to next steps. Council Direction On February 17, 2015, Council passed the following motion:

C85-2015 That the City of St. Albert participate in the Alberta Smart City Alliance's proposed foreign market development / best practice outreach, scheduled for November 2015; and That Administration confirm the interest of other organizations participating in the Alberta Smart City Alliance's proposed foreign market development / best practice outreach, confirm potential provincial or federal grant availability, and prepare preliminary plans and itineraries for St. Albert's participation.

Background and Discussion At the February 17, 2015 Council meeting, Administration presented the key aspects of a proposed Alberta Smart City Alliance Mission to the international Smart City Expo and Global Congress in Barcelona, Spain. For St. Albert, the Mission included a foreign market development and Smart City best practice outreach component. Council decided that attendance would be limited to members of Administration.


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In November 2015, Administration participated in the Mission and connected with selected European Smart City leaders, met with businesses and investors interested in St. Albert as a North American market entry location, and attended the 2015 Smart City Expo and Global Congress. Mission Objectives From a St. Albert perspective, there were two key objectives for this Mission:

1. Investment - support local investment attraction, business development and relationships, trade expansion, and position the Capital Region (St. Albert) as a primary Canadian market entry point / Smart City investment destination; and

2. Intelligence - gather Smart City best practices and intelligence to inform

the Smart City Master Plan and other City strategies, better understand the global Smart Cities market, position St. Albert and other Alliance representatives on the leading edge of urban innovation, foster strong inter-city relations, etc.

Through a municipal collaboration grant from Alberta Municipal Affairs, the City of Edmonton and St. Albert were also able to fund two deliverables in direct support of the Mission, including:

a) Development of a framework for planning successful collaborative trade Missions, which will be used by municipalities across the province; and

b) Conducting a ‘gap analysis’ of key sectors in Alberta’s Capital Region which could be addressed through the identification of high potential European business targets

Mission Itinerary and Participants The Mission itinerary ran from November 6 – 20, 2015. Mission target locations included England, the Netherlands, Germany, France, and Spain. The Mission itinerary was very aggressive, and full. In addition to the 23 individual business investment meetings, (described later in the report) Administration met with several other notable parties. These meetings included Canadian High Commission officials in the United Kingdom and Germany, Transport for London, Siemens, IBM, Cisco, Tom Tom, City of Munich, City of Nice, Region Cote D’Azur Economic Development, City of Barcelona, and Accio Barcelona. During the Smart City Expo and Global Congress event, the Mission team also met with hundreds of other companies, academics, cities, and thought leaders. Participants in the Mission from St. Albert included key Administrative officials - the Executive Director of Economic Development (delegation lead), the Director of Information Technology Services, the Manager of Smart City, and the Manager of


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Investment Attraction. Multiple Smart City Alliance members also participated in the Mission, including:

• two representatives from the City of Edmonton (who played a crucial role in assisting the delegation and in presenting at the Expo);

• a representative from the University of Alberta, who unfortunately had to withdraw due to a family emergency;

• a representative from the Alberta Council of Technologies (ABCtech) (who attended the Expo to provide a private sector perspective to the Mission team); and

• groups from IBM Canada and Cisco Systems (who were attending the Expo from a business development perspective).

All attendees were responsible for their own expenses associated with the Mission. Mission Activities To commence the planning process, a contract was executed with investment attraction consultant Research on Investment (ROI) to undertake the required regional gap analysis and European target identification, based on criteria established by the cities of St. Albert and Edmonton. Through a combination of human research and a powerful predictive analytics algorithm, ROI was able to identify high-growth companies who are looking at Canadian expansion and establish in-person meeting programs for the delegation. Administration worked with ROI in advance of the Mission to schedule meetings between Mission representatives and 23 pre-qualified European businesses that are looking at Canadian market entry opportunities. This supported the Mission team in finalizing target sites. In addition to these meetings, the delegation met with numerous other parties throughout Europe including Alberta consular representatives, foreign trade commissions, European municipalities, economic development organizations, business incubators, innovation centres, transit authorities, and Smart City thought leaders. Each meeting provided significant value to the delegation either as an important connection to that market or as support to a future strategic opportunity.

The foreign trade commissions in London and Munich were of particular value as they act as gatekeepers between Canada and the businesses in their respective regions. Both trade commissions hosted the delegation and were very impressed with the Mission plan as well as the scheduled business meetings. In both instances, the trade commissioners themselves made the decision to accompany the delegation to business meetings, and committed to ensure that continued dialogue and support is available. Moving forward, the trade commissions will play an integral role in ensuring St. Albert is a focal point for British and German companies looking to expand into the Canadian market.


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The Smart City delegation also had the opportunity to meet with several European municipalities that share a Smart City vision for their own communities. During visits, the delegation toured and tested Smart applications that can have direct relevance to St. Albert’s own Smart City Master Plan, and shared our own successes as well. The Smart City Expo also offered the delegation an opportunity to network and collaborate with municipal, academic, and industry Smart City leaders. With approximately 13,000 attendees/exhibitors from around the world, the Expo was an exceptional forum for St. Albert to learn from thought leaders and promote itself on an international stage. In addition to hundreds of available lectures and sessions, the delegation participated in site tours, pavilion demonstrations, an open innovation marketplace, and a ‘smart demonstration plaza’ featuring real examples of technology applications. Additionally, numerous municipalities from around the world described their application of various technologies, including benefits, costs, implementation approaches, and key industry partners. Informal conversations took place that will result in St. Albert being a part of a larger worldwide community of Smart Cities. Key Successes A summary of Mission successes is provided below, with more details provided in the two attached reports on the Mission’s Investment and Intelligence objectives. (Attachments 1 and 2) Investment The Economic Development Services Division mandate is to execute strategies to retain and grow existing businesses and attract new investment to St. Albert. The Division also develops and implements marketing plans to promote St. Albert as an excellent place to live, visit and do business. The Division provides strategic support to enhance the overall economic prosperity of the City of St. Albert. A critical component to this mandate is marketing St. Albert as a place to invest in residential, commercial and industrial opportunities. This Mission, focusing on foreign market development and business attraction, supports the Division’s overall mandate. The pitch from St. Albert was simple – if the company was serious about market entry opportunities, then St. Albert needed to be their market of choice. Economic Development demonstrated St. Albert’s business ecosystem and market development opportunities revolving around the Smart City vision as well as geographic location to Alberta’s Oil and Gas and logistic centers. St. Albert’s relative size, agility and proximity in the Capital Region were major sales features and were well received. Sample of successes:


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• Positioned St. Albert as a key Canadian entry point for the European market. Utilizing the City of Edmonton’s experience in Foreign Direct Investment, St. Albert was able to make significant first impressions with key organizations and many private sector entities on this Mission into the European market.

• Targeted businesses ranged from technology start-ups to well established European businesses with thousands of employees. The large majority of the businesses expressed delight in being targeted by St. Albert and virtually all were interested in further discussions with St. Albert regarding their expansion into the Canadian market.

• Positioned St. Albert as a provincial collaborator by preparing a template

(under development through the City of Edmonton) for future multi-sector Missions of this nature. This approach is encouraged by the Government of Alberta and this template could help would support municipalities across Alberta into the future.

• Below is a table describing the breadth of diversity of companies met directly during the Mission:

Spanish nanotechnology

company

French multimedia document

management company

British mobile software

developer

Italian securities software and

systems manufacturer and supplier

British technology company

Dutch seismic technology company

Finnish GIS company

American IT company

French robotics and vehicle company

Dutch alternative energy

generation company

Spanish aerogel company

Spanish advanced engineering consultants

British sensor manufacturer

Spanish technology company

Finnish lighting company

American software

development company

British software systems company

French data company

British clean technology company

Dutch alternative energy

generation company

Spanish traffic sensor company

Dutch fiber company

Spanish telecom provider

Intelligence The Smart City branch and Information Technology Services supports the development of a Smart City Master Plan for St. Albert, and the advancement of the City’s technology platforms. A critical component of these activities is understanding the opportunities that exist within the industry, connecting with key thought leaders, and bringing best practices back to St. Albert.


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This Mission, focusing on Smart City development and best practice outreach, is well aligned to these efforts and allowed St. Albert to both learn and share its own successes. Sample of successes:

• Completed all planned intelligence activities, including direct meetings with municipal, academic and industry leaders, conference sessions, site tours, pavilion demonstrations, an open innovation marketplace, and a massive ‘smart demonstration plaza’ featuring real example of technology applications;

• Informed the development of the City’s Smart City Master Plan, and other strategies such as amendments to the IT Long Term Plan, Economic Development Master Plan, Business Incubation Strategy, and others;

• Confirmed the market relevance of the City’s pending Smart City Master Plan, and the high level of interest in the Master Plan by other municipalities and stakeholders;

• Improved St. Albert’s image and reputation while positioning the community as a Smart Cities centre of excellence in Canada, formed connections with thought leaders and knowledge networks around the world, and built Administrative knowledge and capacity in the industry;

• Below is a table describing some of the themes considered during Mission meetings and site visits:

Intelligence Themes Considered Local Application? Sensors and Internet of Things (IoT) Data and Visualizations Living Lab Development Mobility / Transportation Systems Micro-Generation and Carbon Reduction Broadband and Wi-Fi Connectivity Adaptive Lighting Controls Intelligent Operations and Innovation Centres Mission Communications To support the Mission and ensure all stakeholders and the public understood the proposed Mission activities and potential value, a variety of communications were released.


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Pre-Mission communications included:

• February 17, 2015 – Council agenda report and decision • February 19, 2015 - Media advisory • February 21, 2015 – St. Albert Gazette article on Mission • October 27, 2015 – Council memo with trip plan • November 3, 2015 – Media release • November 4, 2015 – Alliance website update with trip details

Post-Mission completed and planned communications include:

• November 27, 2015 - Council memorandum with summary Mission outcomes

• December 9, 2015 – St. Albert Gazette article on Mission outcomes; • February 8, 2016 – Standing Committee of the Whole agenda report with a

detailed Mission assessment and findings; • June 2016 - Report to the Province of Alberta on outcomes and the

expenditure of grant funding The Mission itself was also well documented on the Smart City Alliance website (www.smartcityalliance.ca) as well as on Twitter using the hashtag ‘#i3sca’, which translates to Investment & Intelligence Initiative – Smart City Alliance.

Post-Mission Activities / Next Steps Numerous activities specific to the “Investment” and “Intelligence” objectives of the Mission are described in more detail in the attached two summary reports. A summary of the next steps noted in these reports include:

• Follow-up calls to each business and investment prospect • Undertake pilots and initial ventures with key business targets • Venture capital (VC) liaisons • Connect individual investors with prospects • Host a symposium with interested parties • Invite European businesses to Smart City Alliance events and follow-up • Develop a North American prospect target list • Review outcomes with Smart City Steering Committee and integrate Smart

City learnings into the draft Smart City Master Plan and other strategies • Connect with Smart City Alliance partners and review outcomes with the

executive committee • Share St. Albert’s experience and learnings with others • Evaluate quick / low cost pilot opportunities

http://www.smartcityalliance.ca/


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Stakeholder Communications or Engagement • The Mission was collaborative in nature, involving the City of St. Albert, the City

of Edmonton, the Alberta Council of Technologies (ABCtech), IBM Canada, and Cisco Canada.

• The Government of Alberta was also engaged, and agreed to support the Mission financially through a municipal collaboration grant. The grant funded contracted investment target advice and the development of a template for joint municipal foreign initiatives.

• Administration has connected with stakeholders and Smart City Alliance members both before and after the Mission. This includes other municipalities, presenting to business leaders at the recent Creativity and Convergence conference,

• Print and social media was also a significant focus of the Mission, with participants active on Twitter throughout the Mission (see http://sfy.co/q10Ez) and the production of media advisories which resulted in two feature articles published in the St. Albert Gazette.

Implications of Recommendation(s) a) Financial:

• St. Albert’s participation in the Mission cost approximately $30,000, which was funded through both Economic Development (investment attraction budget) and Corporate Strategic Services (Smart City project budget). The attendance of other organizations was completely self-funded.

• All costs related to the work of the contracted foreign site selection / investment attraction firm, and the development of a provincial Mission template, is being funded through an approved municipal collaboration grant for approximately $70,000. Approximately $30,000 remains and will be used to provide North American market target businesses.

b) Legal / Risk:

• None at this time

c) Program or Service: • None at this time

d) Organizational: • None at this time

Alternatives and Implications Considered N/A

https://t.co/FhEr7XNt0n


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Strategic Connections a) Council’s Strategic Outcomes and Priorities (See Policy C-CG-02)

• CULTIVATE ECONOMIC PROSPERITY: A diversified, robust and resilient economic foundation to support growth and community service delivery.

The Economic Development Services Division mandate is to execute strategies to retain and grow existing businesses and attract new investment to St. Albert. The Division also develops and implements marketing plans to promote St. Albert as an excellent place to live, visit and do business. The Division provides strategic support to enhance the overall economic prosperity of the City of St. Albert. A critical component to this mandate is marketing St. Albert as a place to invest in residential, commercial and industrial opportunities.

This Foreign Market Development and Smart City Best Practice Outreach Mission to Europe supports this overall mandate and was focused on business and investment attraction. The scope of the Mission included seeking out investor meetings in Europe as a component of the overall Mission.

• CULTIVATE A GREEN COMMUNITY: A healthy natural environment for

future generations that preserves and promotes enjoyment, conservation and responsible development.

The specific focus of the developing the list of potential business and

investment targets was based on meeting the vision of the community and supporting our brand.

b) Long Term Plans

• Smart City Master Plan (in progress) • Economic Development Master Plan (in progress) • St. Albert Business Incubation Strategy (pending) • Information Technology Long Term Plan • Transit Long Term Plan • Public Works Long Term Plan • Transportation Master Plan • Utilities Master Plan • Cultural Master Plan • Recreation Master Plan • Environmental Master Plan

c) Corporate Objectives (See Corporate Business Plan) • The Smart City Master Plan is expected to directly or indirectly impact all

corporate objectives, including: o Attract and retain high quality employees


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o Deliver programs and services that meet or exceed our standards o Exercise strong fiscal management o Ensure our customers are very satisfied

d) Council Policies

• N/A - However the Smart City Master Plan is expected to recommend new municipal policy as well as influence a variety of existing policy and plans

e) Other Plans or Initiatives (Business Plans, Implementation Strategies, etc.) a. Smart City Implementation Plan (pending) b. Economic Development Business Plan c. Corporate Strategic Services Business Plan

Attachment(s) 1. Investment Report – Smart City Investment & Intelligence Initiative 2. Intelligence Report – Smart City Investment & Intelligence Mission 3. Smart City Expo World Congress – Congress Program 4. Smart City Expo World Congress - Exhibitors List Originating Department(s):

Economic Development and Corporate Strategic Services

Author(s): General Manager Approval:

Guy Boston, Executive Director Travis Peter, Manager Smart City Sean McRitchie, Manager Investment Attraction Gordon Coulman, Director Information Technology Services Guy Boston, Executive Director Economic Development Maya Pungur-Buick, GM Corporate Strategic Services

City Manager Signature:

Date:

Attachment 1

INVESTMENT REPORT – SMART CITY INVESTMENT & INTELLIGENCE INITIATIVE

BACKGROUND In November 2015, Members the City of St. Albert’s Economic Development staff, in collaboration with the City of Edmonton, Smart City Alliance, and the Alberta Council of Technologies, embarked on a business development mission to Europe. The primary areas of focus for the mission were two-fold, intelligence gathering and investment attraction. The process of piecing together the mission’s itinerary, targets, partners, etc. began previously through a re-purposed Municipal Affairs grant. The provincial grant, originally intended to form an export alliance, formed a group of like minded municipalities in St. Albert, Edmonton, and Bon Accord. Ultimately the export alliance did not gather enough traction and the idea was shelved, but from the original concept a new partnership with the existing member communities was formed around a shared vision.

The Smart City vision as a strategic initiative is focused primarily on data analytics, innovation, and leveraging/embedding technology to better provide services to residents. Economic Development recognized this vision as being critical to its investment attraction initiatives and strategies moving forward. With that in mind, conversations with St. Albert’s regional partners in Edmonton and Bon Accord around repurposing the grant to focus on Smart City initiatives began and a shared vision was realized. The City of St. Albert was preparing to send a delegation to Spain to attend the Smart City Global Congress to engage with global thought leaders in the area of Smart City’s. Dialogue with Municipal Affairs yielded successful results and the grant was repurposed to focus on the development of the Smart City shared vision and the framework for future collaborative trade missions. None of the grant funding was to be spent on the travel/logistics costs of the mission, only to facilitate the creation of a template for future collaboration. Budgetary constraints held Bon Accord out of the mission itself, however, Administration from Bon Accord have been involved in the creation of the template as well as preparing next steps.

Research on Investment (ROI) was chosen as the successful consultant to assist the member communities in the creation of a GAP analysis based on the tech industry in the Capital Region. In addition to the GAP analysis, ROI assisted in the creation of St. Albert’s value proposition and investment profile to be used when approaching target businesses in Europe. The scope of work for ROI included the tech sector GAP analysis, provision of Foreign Direct Investment best practices, and a prospect/target list of 500 European companies. ROI worked on behalf of the Smart City Alliance and its founding members, St. Albert and Edmonton, to work the list of companies and

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Attachment 1

set up meetings in Europe with highly qualified leads who expressed an interest in Canadian market expansion. The report is provided as appendix to this report.

Foreign Direct Investment has several nuances that are critical to a mission’s success. As the City of St. Albert had never directly participated in a mission of this type before it was critical to have a partner with experience in this realm. The City of Edmonton provided a wealth of knowledge during mission planning and was a critical component throughout the entire process. With the Alliance, ABC Tech, and the City of Edmonton partnered in the mission it was decided to expand this mission from the initial proposal, which focused primarily on the Smart City Global Congress, to several locations throughout Western Europe. Several countries were identified as critical to the mission’s success from both an intelligence gathering perspective as well as investment attraction.

Mission locations below:

• London, England • Amsterdam, Netherlands • Munich, Germany • Nice, France • Barcelona, Spain

Each selected location was chosen for a specific reason, primarily based on recommendations from Alliance members IBM, Cisco, and Siemens. All three companies are global technology firms with offices throughout Europe, it was at their suggestion the team target these locations as hubs for innovation and technology.

TARGETS While target locations were being considered by the mission’s team, ROI and the City of St. Albert worked on identifying target sectors which aligned with the Smart City vision shared by the missions participating communities. It was concluded that the main sectors of focus should be as identified below:

• Software and IT • Clean Technology • Logistics and Transportation • Computer and Electronics • Light Manufacturing

Once the locations were finalized, ROI was activated to engage target businesses in these markets/sectors to facilitate and coordinate meetings with the Alliance. Over the weeks leading up to the mission ROI was able to schedule exactly 23 meetings with qualified leads who had expressed interest in Canadian expansion. The mission team was provided detailed company profiles as well as meeting logistics. The 23 companies with whom the mission team met are described in the table below. Individual company profiles are provided as an appendix to this report. In order to respect the confidentiality of the companies, the names of the companies have not been included in this document:

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Attachment 1

Spanish nanotechnology

company

French multimedia document

management company

British mobile software

developer

Italian securities software and

systems manufacturer and

supplier

British technology company

Dutch seismic technology company

Finnish GIS company

American IT company

French robotics and vehicle company

Dutch alternative energy generation

company

Spanish aerogel company

Spanish advanced engineering consultants

British sensor manufacturer

Spanish technology company

Finnish lighting company

American software development

company

British software systems company

French data company

British clean technology company

Dutch alternative energy generation

company

Spanish traffic sensor company

Dutch fiber company

Spanish telecom provider

In addition to the meetings scheduled with Research on Investment, the mission team made preparations to meet with several other notable parties. Specifically, the team met with Transport for London, Siemens, Tom Tom, City of Munich, City of Nice, Region Cote D’Azur Economic Development, City of Barcelona, Accio Barcelona, etc. All of these meetings were critical to the mission on the intelligence gathering objective. Relative to investment attraction the mission team met with Canadian High Commissions and Alberta Trade Offices in both the United Kingdom and Germany. These meetings were absolutely essential to the success of the mission and will continue to be so as Administrations for all member communities reach back into Western Europe for follow up and next steps. Essentially these trade commissions act as a surrogate Economic Development agencies for Albertan/Canadian communities and continue to advance the goals of the mission long after it has ended. In both instances the trade commissioners found enough value in what was being undertaken that the commissioner/senior official joined the delegation in market for the duration of the mission. For more information on the services provided by these offices please follow the links provided.

UNITED KINGDOM http://www.canadainternational.gc.ca/united_kingdom-royaume_uni/offices-bureaux/alberta.aspx?lang=eng

GERMANY http://www.canadainternational.gc.ca/germany-allemagne/offices-bureaux/consulate_munich_consulat.aspx?lang=eng

VALUE PROPOSITION During preparations for the mission, Economic Development staff began to formalize the value proposition (the pitch) that had been in early development with Research on Investment. As the mission itself was collaborative in nature, each member community created its own specific proposition relative to the sectors being targeted.

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http://www.canadainternational.gc.ca/united_kingdom-royaume_uni/offices-bureaux/alberta.aspx?lang=eng

http://www.canadainternational.gc.ca/united_kingdom-royaume_uni/offices-bureaux/alberta.aspx?lang=eng

http://www.canadainternational.gc.ca/germany-allemagne/offices-bureaux/consulate_munich_consulat.aspx?lang=eng

http://www.canadainternational.gc.ca/germany-allemagne/offices-bureaux/consulate_munich_consulat.aspx?lang=eng

Attachment 1

• St. Albert is a thriving and growing community of over 2,400 businesses and over 63,000 residents.

• The city has been rated by MoneySense 2014 as the #1 Best Place to Live in Canada, #5 Top Alberta Investment Towns, and One of the Best Communities for Business in Alberta by three accredited 3rd party endorsers.

• Being 4 hours away from the oil sands, and being located in the heart of Western Canada, adjacent to the northwest corner of the capital city of Edmonton, St. Albert is poised and positioned as a preferred location to run a business.

• The Edmonton International Airport and Villeneuve Airport are in close proximity. • The region has a strong transportation network (provincial Highway #2, Anthony

Henday Drive and Ray Gibbon Drive) connecting the Edmonton Capital Region to the rest of the province, as well as an intermodal train yard located Southwest of St. Albert providing easy access to rail transportation.

• Leading post-secondary institutions such as University of Alberta, MacEwan University, and NAIT are located nearby in the capital region and are easily accessible by the transit system.

• The Northern Alberta Business Incubator (NABI) is a non-profit organization dedicated to growing businesses in St. Albert and surrounding areas. NABI offers 41,000 square feet of office space to small businesses in the Capital Region. It also provides one-on-one and small group business coaching, as well as workshops and seminars on topics such as business growth, marketing, human resources, and business plans.

• St. Albert has competitive costs of labor, real estate and tax rates relative to other neighboring regions with similar target industries.

• St. Albert has 400 hectares of greenfield space.

In addition to the value proposition, Economic Development staff identified St. Alberts top mission specific differentiators:

• With over 70% of residents in possession of post-secondary education diplomas and degrees, the education level in St. Albert indicates the division of skilled workers within the community. The region also has the highest average income in Canada but costs of labor costs are on par.

• Logistics – ring road around the capital region provides a multibillion dollar super highway that connects to 2 airports, international CN rail network, national highway East/West and provincial highway North/South.

• In 2016, St. Albert will unveil a unique “Smart City Master Plan” to enhance the reputation as a center of excellence for the design of Canada’s Smart Cities, and to support improved organizational efficiency, economic development outcomes and community quality of life.

Once the proposition was completed, it was vital to the success of the mission for each member community to identify the ideal expansion opportunity. Each target that was identified and qualified for meetings in Europe indicated they had interest in expansion into Alberta in the following areas:

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Attachment 1

• Regional Headquarters • R&D – Design or engineering office and testing facilities • Data Centre • Start-up/Incubator • Manufacturing facility • Distribution centre/warehouse • Sales office • Assembly facility • Call / customer service / order processing centre

FOLLOW UP / NEXT STEPS The mission concluded on November 21st, in total the Smart City Alliance had upwards of 60+ meetings with the City of St. Albert specifically meeting with 23 targeted companies. While not all of the meetings will result in further discussions of expansion into the City of St. Albert, the vast majority of the meetings resulted in very significant dialogue regarding future investment in the City. Upon return to St. Albert, Economic Development staff followed up with each individual firm to communicate action items and next steps moving forward into 2016. Some of the action items to be undertaken moving forward include but are not limited to:

FOLLOW-UP CALLS TO EACH BUSINESS AND INVESTMENT PROSPECT (Q4 2015) Detailed notes taken from each meeting helped develop strategic dialogue and conversations that have already begun with the highest value prospects and will continue with each prospect until the investment opportunity for a St. Albert benefit is realized or exhausted.

UNDERTAKE PILOTS AND INITIAL VENTURES WITH KEY BUSINESS TARGETS (Q1 2016-ONGOING) Some of the businesses were both Intelligence and the Investment targets. One such business has already been approached to provide a specific sought-after technology and thereby begin their introduction to the North American market in St. Albert. This approach positions St. Albert as a viable target for a business seriously considering making the market entry.

VENTURE CAPITAL (VC) LIAISONS (Q1 2016-ONGOING) A significant aspect of the investment mission was the ability of the delegation to advise potential investors that venture capitalists were anxious to hear of the outcomes of our mission. An initial meeting with a local VC has already occurred and generated significant interest in meeting some of the European business. Follow-up conversations with best-suited businesses will be the next phase in this initial step.

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Attachment 1

CONNECT INDIVIDUAL INVESTORS WITH PROSPECTS (Q2 2016-ONGOING) Several of the European businesses have direct interest in meeting St. Albert business leaders. These connections are being made electronically initially with the intention of setting up face-to-face meetings based on natural next steps.

HOST A SYMPOSIUM (VIA SKYPE) WITH INTERESTED PARTIES (Q2 2016) There are a number of businesses interests and local developers that could benefit from the connections made with some European businesses. Thematic Skype Symposiums are being planned to introduce parties to one another.

INVITE EUROPEAN BUSINESSES TO SMART CITY ALLIANCE SYMPOSIUM AND FOLLOW-UP (Q1 2016) Many of the European businesses were interested to participate in the Smart City Symposium in Banff planned for April. Follow-up emails and calls have already occurred to help accommodate this interest. Additionally, these businesses will be invited to come to St. Albert to continue to build the relationship.

DEVELOP NORTH AMERICAN PROSPECT TARGET LIST (Q2/Q3 2016) The learnings from the European Mission has provided Administration with the experience to undertake an additional round of identifying and targeting businesses in North America that are interested in an Alberta market entry opportunity. The remainder of the Provincial grant funds will finance this effort.

CLOSING STATEMENT The Smart City Alliance accomplished all of its goals for the 2015 Intelligence & Investment Initiative, Foreign Direct Investment mission. Economic Development will continue its fulsome and exhaustive approach to follow up to ensure every meeting will deliver value to the City of St. Albert and the Smart City Alliance membership. Foreign Direct Investment is largely viewed as a fundamental piece to the success of Economic Development. With the bold Smart City vision that will be presented in 2016 it is paramount that the City participates in these activities. St. Albert has a large role to play in the success of diversifying the regional economy and the City needs to engage in activities that positions itself as a player in this area. With the success of this mission, and the work that is being done by the Capital Region Board, Alberta’s Heartland, Greater Edmonton Economic Development Team, and other such agencies, St. Albert is well positioned to capitalize on investment opportunities moving forward.

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Attachment 1

ROI – ST. ALBERT FINAL REPORT

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Attachment 1

INDIVIDUAL COMPANY PROFILES

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Smart city allianceFinal Report

January 26, 2016

3

1 | Campaign Overview

In October 2015, ROI was mandated by the City of St. Albert to carry out lead generation and appointment setting services for the Smart City Alliance's November European Mission.

The objective of the program was to carry out lead generation and schedule introductory meetings for the Smart City Alliance with companies considering expanding to Western Canada with the City of St. Albert and/or the Edmonton Capital Region as a possible destination.

ROI was to develop a Target Company Prospect List (TCPL) of approximately 300 companies with companies based in the Netherlands (Amsterdam), the United Kingdom (London), Spain (Barcelona), as well as global companies attending the Smart City Expo 2015 in Barcelona which took place in November.

ROI conducted a lead generation effort by scheduling 23 meetings. 20 meetings were in-person, and the remaining 3 were scheduled as conference calls due to logistical issues.

From the above mentioned, ROI scheduled 13 meetings at the Smart City Expo. In addition to this, ROI identified 6 pipelines.

4

2 | summary of results

Between October 13th and November 4th, ROI placed approximately 600 calls in order to survey 76 companies in the City of St. Albert TCPL. The calls were made primarily to companies attending the Smart City Expo in Barcelona in addition to companies in Amsterdam and London.

During this process, ROI generated 29 leads on behalf of the City of St. Albert (pipelines and prospects) and arranged 23 meetings.

On the dashboard to the right, you can review ROI’s number of calls, e-mails sent and surveys during the outreach period. The dashboard also shows the leads generated, and number of meetings completed.

23 meetings have been completed by the City of St. Albert as of November 25th, 2015.

• Number of Calls600

• Companies surveyed76

• Leads identified29

• Completed Meetings23

• Number of E-mails sent280

• Average number of attempts to reachdecision maker4-6

5

3 | Program Metrics

Outreach Activity

Market Coverage

SUCCESS RATE

55%

26%

30%

292 targeted companies

76 companies with final status

6 pipelines

30%

Success rate

1. O u trea c h A c tiv ity: percentage of companies from the TCPL that we have attempted to contact

2. M a rket C o v era g e: percentage of companies from the TCPL with a final disposition i.e. prospect, pipeline, no opportunity

3. S u c c es s Ra te: percentage of conversations that resulted in a meeting

4. M eeting O b jec tiv e: percentage of target number of meetings achieved

6

4 | Prospect Breakdown

5

5

4

4

2

21

country

United Kingdom

Spain

France

Netherlands

USA

Finland

Italy

11

2

5

21

10

1

industry

Automotive & Motor Vehicles

Business Services

Computer & Electronics

Energy & Utilities

Industrial Manufacturing

Real Estate & Construction

Software & Applications

Telecommunications

11

7

21 1 1

0

2

4

6

8

10

12

Under 25 Million Confidential Pre-revenue 50-100 Million 10-25 Billion Over 25 Billion

revenue range

16

32

1 1

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4

6

8

10

12

14

16

18

Under 50 51-100 10,000+ 101-150 151-200

Employee Range

Insights

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5 | Program Insights

European respondent familiarity Environment/CleanTech (19.59%) and InfoTech (20.88%) is low, suggesting that the SmartCity sector in the region is not well-known globally. This presents both an opportunity (prospects may show interest inconnecting with the Smart City Alliance to broaden their knowledge of the potential in the region) and a challenge (prospectsmay dismiss the region as inconsequential/no name recognition so it gets overlooked when projects are considered). Thisgenerally matches up with ROI’s survey feedback, as most companies surveyed were not familiar with the Smart City Allianceand the smart city cluster in Alberta – however, meeting conversion rate suggests a high level of interest once educated onopportunities.

Survey respondents had a generally favorable view of Edmonton as a region to do business, though there was a strongnegative reaction that is primarily based on perceptions of the political climate in Alberta, and a perceived lack of innovationin the region – again, an opportunity to educate prospects is present. This is balanced by a strong positive reaction in theother direction, with a perception of good infrastructure, strong growth trajectory, and available/educated workforce.

Distance to market is cited as the biggest impediment to business in the region, which is a negligible factor for Smart Citycompanies –most operate in a virtual or IT environment.

When respondents were asked to list sectors that they viewed as prime for relocation to the Edmonton Capital Region,Infotech received the most votes – this suggests that despite somewhat low name recognition for the Infotech cluster, theregion is highly regarded by those companies that are aware of it for Infotech growth.

The Governor’s involvement in business attraction activity was perceived in a very favorable light.

9

5 | Program Insights - Continued

Short turnaround time resulted in a lower percentage of TCPL coverage, but extremely high success rate on conversationsindicates a high level of interest within the Smart City industry.

A majority of the success was found within smaller companies (under 100 employees) – likely a product of both the TCPLitself, which skewed heavily towards smaller companies, and the industry, which is a relatively new industry sector and thusfeatures fewer large, established players. Start-ups and newer companies understand the value of connecting withmunicipalities to develop projects; the smart city industry business model depends heavily on interaction with local andregional communities, so companies are eager to develop these relationships. Many smart city projects also require “boots onthe ground” for project management or implementation of tech, so smaller offices located in smart city clusters are animportant consideration for the industry.

The most successful industry sector within the smart city market was found in the software and infotech space, followed byenergy and utilities (who also lean on IT and virtual services).

Large companies (Fortune-level) are also beginning to move into the Smart City space, opening opportunities to connect withthem early. Attracting larger players in the smart city market makes the region that much more attractive to smallercompanies and start-ups, who often seek to partner with the big players for knowledge transfer.

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6 | SWOT

Strengths: St. Albert and the greater Edmonton region have notoriety amongst potential foreign investors. The main reasons are its

strategic position in regards to the energy sector and being the seat of the provincial government of a province which isperceived as economically thriving. Despite being thought of as mainly dominated by the oil & gas industry, the regionbenefits from a perceived overall positive environment to invest and to do business.

This positive business environment driven by the oil & gas industry is reinforced by a perception that the municipal andprovincial government are pro-business and working actively to foster economic growth, which in turn benefits investors. Thecity is already being recognized as growing its ICT industry if judging by the interest that companies contacted from thesoftware & applications during the outreach by ROI.

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6 | SWOT

Weaknesses: Heavy dependence on oil & gas by the economy of the province and the greater Edmonton region itself portray an image of

instability. This instability is driven by the boom and bust cycles of the industry and the current low prices of oil. The impact isa reduction in the overall business opportunities in the region due to lower levels of employment, less potential customers.Also, less foreign investment means a decrease in business opportunities in the greater Edmonton region for nearly allindustries. The city also suffers from being perceived as a second-tier city after Calgary as Edmonton does not boast manyglobal HQs and possesses mainly regional offices in order to handle oil & gas related operations.

Despite efforts in building a ‘smart city’ and industries other than oil & gas, the city is still primarily perceived as driven byenergy, forestry and agriculture. The city is not perceived as being driven in part by a knowledge economy as it relies heavilyon natural resources. Although labour is qualified, the lack of a sizeable labour pool may cause some companies to rethinkinvesting in the region given that recruiting from other parts of the country or the world for a position in Edmonton seemsparticularly difficult. The lack of policy-synchronization between the different levels of government (municipal, provincial andfederal) can also impede the growth in ICT/Clean-tech industries.

With regard to investment expansion and FDI projects, The City of St. Albert may economically benefit indirectly from beingneighbouring municipality to Edmonton, however, it is currently suffering from the lack of economic diversification.Specifically, St. Albert is often considered a dormitory city where people live while working in Edmonton. As an example, alarge portion of St. Albert’s workforce is employed by public administration for the provincial government. The retail industryand healthcare services in terms of employment in The City of St. Albert are further examples of suburban economic activitythat, however necessary, will not drive economic growth and diversification or technological innovation substantially.

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6 | SWOT

Opportunities: St. Albert and the greater Edmonton region is increasingly perceived as a place where the IT industry is growing and has a

strong foothold. This contributes to the perception that the city of Edmonton has a strong pool of qualified labour. Moreover,despite not being perceived as a hub for recruiting, the high quality of life and low cost of living (housing especially) should bea positive factor in attracting further talented workers that may not be associated with the oil & gas industry.

Various industries/sectors such as health & biotech, environment and clean-tech, and education and research that shouldstrengthen the region’s knowledge economy are perceived as on the cusp or in the midst of significant growth. In turn, thisperception could entice further investments in high-tech and research driven fields as well as any company (suppliers andservices) that could see an opportunity to benefit from such growth in high tech. The recognition of Edmonton on aninternational stage as being a ‘smart city’ contributes to a positive, knowledge-driven, innovative economy with a long-termplan to insure continued progress and increased connectivity in the future.

Investment and strategic planning inspired by City Vision 2040 are already yielding positive results in the greater Edmontonregion and continued development of City Vision 2040 could create a snowball effect where the city’s ICT and innovation willgenerate greater foreign investment on its own due to its improving image in that sector and the incentives this may create inturn for investors. Greater publicity regarding the Edmonton region’s achievements connectivity and overall ‘Smart city’ statuswould help alleviate the perception that the city lacks leadership and vision. As the number of connected devices ((Internet ofThings (IoT)) is predicted to increase exponentially over the next few years, Edmonton/St. Albert could create a strong,competitive position by emphasizing its improvement in that area and its vision for an increasingly connected city.

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6 | SWOT

As connectivity will become a determinant factor in doing business efficiently, cities that cannot provide the proper ICTinfrastructure will suffer as a consequence by attracting less investment from outside the region (national or international)and discourage further investment in existing operations as potential for growth will be perceived as limited. The greaterEdmonton region has thus positioned itself favorably and should capitalize on it.

New provincial legislation in regards to carbon emission also has the potential to stimulate demand for clean-tech locally,benefiting local companies as well as providing a strong incentive for outside and foreign clean-tech companies to seize theopportunity, especially as the oil & gas industry is likely to drive a part of the demand for clean-tech. New provincialregulations restricting carbon emissions and potential tougher environmental regulations overall resulting from the ParisAgreement could lead many companies from the oil & gas industry to judge that clean-tech will provide the solutions toincreasingly strict environment regulations.

Furthermore, as many clean-tech companies are still developing their products, as they progress towards their first industrialapplication, it will create opportunities for the private sector. Working towards offering programs, institutions, legalenvironments and partnerships that will facilitate the manufacturing phase should further solidify the greater Edmonton areaas a hub for clean-tech.

Policy favoring exportation coupled with local opportunities would likely have a positive impact on the attractiveness of clean-tech companies as over half of clean-tech Canadian companies are not exporting at the moment. Predicted to overpass theaerospace industry and reach $28 billion by 2022, there is little to no doubt that as the network of IoT expands to nearly everyaspect of urban life, and beyond, and research & development yields even greater marketable products, Canadian clean-techcompanies will increasingly focus on exportations for growth. Logistical infrastructure and access to the global market willdetermine whether clean-tech companies from the greater Edmonton area will remain and if foreign or Canadian firms willestablish themselves in the region.

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6 | SWOT

As far as FDI is concerned, The City of St. Albert may have two interesting opportunities, namely, attracting nichemanufacturing and corporate suburbanization projects.

As St. Albert plans to increase connectivity and continue to build on its Smart City status, relatively cheaper land thanavailable in Edmonton could be appealing to Albertan niche manufacturers or newly established companies planning tomanufacture their first tech-related product while remaining close to their head office, most likely in Edmonton or Calgary.Even if such manufacturing projects would likely have a relatively low-number in terms of initial job creation (fewer than 25), itcould lead to the creation of a niche manufacturing cluster that would be attractive for Albertan, Canadian or eveninternational entrepreneurs looking to expand their production activities and avoid the hurdles of establishing or outsourcingmanufacturing to Asia.

Additionally, corporate suburbanization projects are becoming a trend in North America as large corporations often locateback-office or administration work to suburban areas and keep only head office or regional headquarters in a downtown areaof a major urban region. Often, these projects begin as telework, however, this presents an opportunity for St. Albert toincrease local employment while providing an affordable and frictionless way for corporations to hire in St. Albert due to anyphysical expansion being unnecessary at the initial stage.

Information on telework and opportunities provided by the municipal government to its residents could help make thisopportunity better known and more appealing for the residents of St. Albert, as well as companies seeking to provide suchemployment opportunities. Furthermore, a new stream of revenues by citizens would result in greater municipal taxrevenues (and lower levels of unemployment) which in turn, could be used to further fund the city’s strategic economicdevelopment and innovation plan. As mentioned, telework projects often lead to secondary expansion projects, which resultin physical expansion, occupying large commercial spaces and in certain occasions several hundred jobs.

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6 | SWOT

Threats: Being closely associated with the oil & gas industry is a threat. If the low oil prices are prolonged, the image of the region as

economically thriving as well as an overall positive environment to invest into could be damaged as an image of stagnationassociated with the current downturn oil & gas industry may stick to the region. Furthermore, as the Keystone project isunlikely to be resumed after being rejected by the U.S. government and the Energy East project is indefinitely on hold,investment and economic growth due to the oil & gas industry should be limited for the coming year or two at the very least.

The region’s geographic location which is away from most of the economic activity on the continent makes recruiting aqualified workforce in industries other than oil & gas difficult. The new left-wing provincial government formed by the NewDemocratic Party (NDP) could cast a cloud of uncertainty in regards to potential increases in taxes on income or corporatetaxes as well as greater regulations that could impede business development as well as make the region less competitive,even if it is early to assume such drastic policy changes and impact.

The global clean-tech industry is growing at a fast pace to the point where despite its overall high growth in Canada itself,national output of manufactured clean-tech products in Canada is losing ground to the top 20 countries in that area. As aresult, the Edmonton/St. Albert region could lose attractiveness due to the overall Canadian performance in the clean-techindustry. Competition from other regions and other countries will determine how much investment from the rest of Canadaand internationally could potentially end up settling in the region.

The relatively timid approach towards adopting clean-tech in many areas of multiple industries in North America due in partby abundant and cheap energy available makes the region less competitive than markets in Asia, which seem to haveadopted and incorporated clean-tech at a much higher rate. As a result, Canadian clean-tech companies could benefit fromexporting to Asia but may also decide to setup operations there as the market is more easily penetrable.

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6 | SWOT

Furthermore, the clean-tech industry being still a nascent one is largely driven by innovation, however, debt financing hasbeen a major impediment to new Canadian companies when they reach the production and commercialization phase. As aresult, Edmonton may not fare advantageously when from a financial services and available capital when compared to otherlarger urban centers in the country such as Calgary, Toronto, Vancouver or Montreal and other financial hubs worldwide. Thethreat is that young companies created in Edmonton may not believe the city to be able to accommodate its growth from afinancial perspective and will consider moving its production, if not its headquarters, once certain financial issues arise (debtfinancing, funding rounds, initial public offering) that require connections and access to financial institutions. Companiescould and are leaving after the start-up and research & development, or once their product is ready for market. This ispotentially costly besides the potential loss of jobs as such start-ups are often subsidized to some extent from governmentalresources to some extent.

Small-to-medium size Canadian clean-tech companies are often forced to go abroad for financing above $2 million. Given thatabove 60% of clean-tech companies in Canada have revenues below $10 billion a year and a sizeable 15% are not even awareof their annual revenues, which indicate the low level of maturity in the sector, the importance of putting the emphasis onsmall-to-medium size companies may be the difference between securing growth in clean-tech that will enrich the overallgreater Edmonton area.

Retention of companies in the region may indeed represent the biggest short-term challenge for the region, yet be the mostcost-efficient way of fostering growth in the clean-tech sector might be to keep existing small-medium size companies. Thereis a strong incentive for growing small-medium size clean-tech sector companies to leave and setup shop somewhere else,especially the lack of financing in the pre-commercialization reasons mentioned above (lack of financing, access to markets,labour shortages). Without a comprehensive strategy to help, assist and create the environment required for small-mediumsize companies to grow from a mere start-up to full manufacturing production and commercialization, the likelihood ofcompanies leaving to more attractive hubs is high. Any gains made from attracting foreign investment in the clean-techindustry may therefore be nullified by departing locally developed companies in the same sector.

Recommendations

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7 | recommendations

ROI recommends a strong focus on engineering firms who are active in the smart city market which could be something thatis folded into future outreach. Many IT companies surveyed do not provide direct engineering services for theimplementation of their products, so any region that is able to attract a high level of infotech/clean tech/energy companiescould leverage that as an attractive place for engineering companies to set up operations.

Given the high level of interest from companies interested in exploring partnership opportunities with the Smart City Alliance.ROI recommends that the City of St. Albert remain open to introductory/general interest meetings, as the industry is nascentand developing relationships for longer term prospects is an important consideration. Having the infrastructure to supportand nurture start-ups and smaller companies is a big selling point, as many of these companies are looking for a base ofoperations in North America.

ROI also recommends considering major players that weren’t surveyed: Bouygues SA, Siemens, Schneider Electric, Ericsson,Nokia, Philips, RATP Group, Alstom, SAP, Orange, MAPEI, Volkswagen (see: http://ec.europa.eu/eip/smartcities/whos-who/index_en.htm). All these companies are involved in a high-level project development program in Europe, in partnershipwith European cities. [Full site: http://ec.europa.eu/eip/smartcities].

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7 | recommendations - continued

The City of St. Albert’s choice of selected smart cities proved to be successful where the UK, the Netherlands, Germany, Spain,and Italy are the largest participants in the Europe Smart City Initiative. ROI recommends that the Smart City Alliance continueto target those regions. The UK in particular has a high concentration of incubators working in the smart city space (Cognicity,Bethnal Green Ventures, Innovation Warehouse, Digital Greenwich, EcoMachines Incubator) that can be explored foropportunities. Startupbootcamp, the largest incubator in Europe, has its HQ in London and was not part of the initial ROIoutreach – this could be a point of emphasis for 2016.

Incubators in general are attractive targets for inclusion in a TCPL and outreach (below are a few tech-specific incubators)

Austria – INITS, Kubator Belgium – Idealabs, Nest’Up Denmark – Accelerace Finland – Startup Sauna France – TheFamily, Numa (Le Camping) Germany – Axel Springer, hub:raum, Netherlands – YES!Delft, Rockstart Spain - SeedRocket

ROI also recommends attending the Smart City Expo 2016. Outreach response from companies at the show was favorableeven when no opportunity was identified; often the reason given was that the company either didn’t have clients in the regionor operated on a smaller scale and wasn’t considering international growth – both are objections that fluctuate over time, andcan be countered with greater knowledge of the business potential in Edmonton/Alberta, and organic company growth.

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Another tradeshow of interest is Slush, held in Helsinki, Finland. In 2015, Slush hosted 15,000 attendees, including 1,700 start-ups. This is primarily a start-up show, so the time investment would primarily be in developing relationships and openinglines of communication for longer-term projects.

The UK, the Netherlands, and Spain remain the most attractive regions for outreach and visit, with a high concentration ofincubators and companies working in the smart city space. The Netherlands can also rope in the entire Benelux region, aswell as potential extension into Scandinavia – Denmark has a very favorable smart city record, especially Copenhagen; the cityhas one of the lowest carbon footprints in the world, and is aiming to be carbon-neutral by 2025, making it a center ofrenewable-resource and green energy innovation.

Key trends in the Smart City space in 2015 for economic development: Early integration: involvement of key personnel from an early stage in a company’s growth/projects is key, especially for

companies that offer services targeted at communities. It is also paramount to have access to ICT experts who canintelligently liaise with prospects to better understand their needs and shepherd their growth locally

Ambassadors: cities and smart city initiatives have found a lot of success connecting with other cities and programsaround the world to share knowledge and strategies for attracting and supporting companies. Might be an opportunityto arrange meetings with local city governments and smart city programs

Backwards compatibility: while the smart city space is relatively new as an industry, there are many existing industryvectors (engineering, construction, energy & utilities, telecom) that could enter the space and would be fruitful targetsfor outreach. There is a lot of crossover between these industries, which create opportunities to leverage clusters tobolster interest (ie: energy & utility companies working on smart city projects may lead to increased interest fromengineering firms)

Drones, sensor devices, and security concerns are projected to dominate IoT (Internet of Things) discussions, andsmart cities will need to adopt comprehensive guidelines for dealing with private and public implementation of thesesectors. Targeting companies in these sectors could be fruitful as they will increasingly need to be in communicationwith local leadership and depend on a positive impression from citizens.

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ROI Research On Investment also recommends a North American prospecting focus for The City of St. Albert. Specifically, webelieve there would be value in planning visits to several targeted cities in North America throughout 2016 to meet with someof the leading firms that specialize in the development of smart city technologies.

Several cities in North America and their economic development departments have been leading smart city efforts since early2000s. Their objectives are similar in that they are seeking the right financing mechanisms to address the urban investmentgap, continue with smart city initiatives and implement the newest & cutting-edge technologies. Due to these efforts, theprivate sector began developing products and services to address this trend and meet this growing demand.

These technologies are predominantly related to green ICT, smart grid, water technologies and public transportation. Inaddition to large US organizations such as IBM, Intel and Google, several smaller firms have started developing technologiessuch as electric vehicle charging stations, parking payment apps, recycling technologies, green building and energy efficientresidential and commercial products.

The trend is widespread, however, market leaders are in States like California, Washington, Oregon, Illinois and Colorado, anda few Canadian provinces including British Columbia, Ontario and Quebec. As a result, clusters of such firms have evolved.ROI would work jointly with the City of St. Albert on further developing the plan for 2016 and would support all marketing,target identification, outreach and lead generation efforts on behalf of The City of St. Albert. Furthermore, ROI would stronglyrecommend visiting the 2016 Smart City Expo in Puebla, Mexico.

Fdi best practices

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8 | fdi best practices

ASSET ANALYSIS AND TARGET ALIGNMENT Regions that are successful in attracting FDI have a very through understanding of their assets as well as short-

comings. EDOs should have a strong understanding of industry clusters, infrastructure and workforce. A targeted focus on industries/ companies to maximize on assets is extremely important.

BUSINESS RETENTION AND EXPANSION A BR&E strategy strives to ensure existing companies are satisfied with the business climate in the region. After all, they

generate the majority of new jobs and capital investment in the community. BR&E identifies and supports companies at risk of leaving or downsizing as well as helps companies expand in the

community.

ONLINE PRESENCE Successful EDOs have a strong online presence. This is becoming increasingly important in the prospecting world. There are 4 categories that drive a strong online presence: information architecture, design, content and promotional

effectiveness. Focusing investment promotion on a few targeted sectors has been proven to attract more FDI. Interactive content enhances the promotional effectiveness of sector content, i.e. pdf content to supply additional

information on target industries.

PIPELINE NURTURING Nurturing opportunities is one of the most important tools in ensuring more FDI flow into the community. It is imperative to ensure any short/ medium/ long term pipelines are actively followed-up with through a phone

call/email/ newsletter. This will allow the company to keep the region “top-of-mind” and consider as a destination whenthe time is right.

INQUIRY HANDLING Effective inquiry handling includes availability, responsiveness, response quality and customer care. This is in the core of investment promotion as it is one of the best opportunities for the EDO to influence the

perceptions about the community.

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8 | fdi best practices – How ROI can help?

To date, ROI has assisted over 200 economic development and investment prospecting agencies throughout the worldimplement reforms to improve their business environments and encourage and retain investment, thus fostering competitivemarkets, growth, and job creation.

LEAD GENERATION ROI’s market research team can help in identifying targeted investment initiatives at their earliest stages. Since 2003,

we have identified and facilitated over $3 billion in capital investment on behalf of global economic development clientsaround the world. Whether configured along industrial/manufacturing sectors, knowledge-based service providers,commodities and resource transformation or complex combinations of these, we have the capabilities to accuratelyprescribe and execute actionable lead generation programs.

DEMAND GENERATION CONSULTING AND TRAINING We offer one of the most comprehensive, tried-and-tested and flexible suite of business development and lead

generation training courses and seminars. We have the expertise to develop high impact demand generation plansthat will continue to deliver results for the City of St. Albert.

IN-MARKET REPRESENTATION Our senior staff of Economic Development Professionals can meet with companies on your behalf, qualify and nurture

the investment projects until they are ready to be transferred to your local team.

BUSINESS RETENTION AND EXPANSION We identify companies that are at risk of downsizing and the ones that are expanding so you can keep those

businesses in town and encourage them to expand locally.

ONLINE PRESENCE Our digital marketing team can help enhance your online presence and ensure it is promotionally effective.

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9 | SMART Alliance Regional Report

To view or download the full report, please click here.

https://www.dropbox.com/s/o86nq7soumf8ekz/FINAL SMART Alliance Regional Report.pdf?dl=0

A few municipalities in the Edmonton Capital Region have expressed interest in accelerating business

attraction and collaborating for advancing this goal. We have been asked to conduct a survey and several

interviews for identifying opportunities, that is: gaps in services, impediments to recruiting and most

importantly, companies prime for recruiting to the Region. The information will be used in conducting a tour

scheduled for November of European prospects.

On-line SURVEY – the Edmonton Capital Region – September/ October 2015

Q10. What industries are you most familiar? Choose up to 5.

Q8. Location. What Alberta city do most identify with?

INDUSTRIES (Population rank) Frequency

# %*

CITY Frequency

# % 1. Government & Public Policy (5) 49 34.49% Edmonton 102 78.46% 2. Education & Research (2) 48 37.40% Calgary 10 7.69% 3. Energy & Distribution (3) 42 31.21% St. Albert 4 3.08% 4. Management & Strategy (8) 33 23.21% Other or none 14 10.77%

5. Environment & CleanTech (4) 27 19.59% Total Respondents 130 6. Infotech & Analytics (1) 25 20.88%

7. Construction & Real Estate (12) 25 17.98%

8. Communications & Marketing (7) 23 20.09% 9. Health & BioTech (9) 23 23.59% 10. NGO – Non Government Organization (10) 21 13.14% 11. Finance & Investment (6) 21 15.31% 12. Engineering & Design (13)) 21 18.98% 13. Manufacturing & Export (18) 20 15.29%

14. Transportation & Logistics (17) 15 8.95% 15. Entertainment & Hospitality (Tourism) (16) 14 9.24% 16. Human Resources & Recruitment (11 ) 12 7.84% 17. Forestry & Wood Products (19) 11 7.28% 18. Agriculture & Food Processing (14) 9 8.12% 19. Legal & Security (15) 8 8.25% Other 9 6.45%

Total Respondents 130 *Weighted to reflect the actual number of choices - Avg. 3.46

The on-line survey sample of 130 observers (and 5 interviews) is comprised of >80% identifying with the Edmonton Region. Most familiar industries are the public sector: Education and Government plus Energy

and Management. Familiarity is low among these industry interests.

OBSERVATIONS. Familiarity is low among the most familiar

industries.

Familiarity is highest for the public sector: Government, Education (and Research), and also Energy and Management. Familiarity with Tourism, Human Resources, Forestry, Agriculture and Legal are lowest. Familiarity with Construction, Manufacturing and Human Resources is stronger than for the overall population surveyed (Ranked 5 higher); InfoTech and Finance is weaker (Ranked 5 lower ) SIGNIFICANT (95% confidence). Inter-industry familiarity

If Government (N=215), then less familiar (o) with Education (22), Management (17), Energy (16), and Forestry (6)

If Education (N=203), then less familiar (o) with Government (22), Energy (14), Management (11), Forestry (7), and Manufacturing (2)

If Energy (N=182), then less familiar (o) Government (16), Education (14), Manufacturing (9), and Management (8)

If Management (N=145), then less familiar (o) with Government (17), Education (11), Manufacturing (8), Energy (8), and Forestry (0).

Inter-industry Familiarity

IF \ Then 2. 1. 3. 4. 13. 17. 2.Education + o o o o o 1.Government o + o o o 3.Energy o o + o o 4.Management o o o + o o 13.Manufacturing + 17.Forestry +

9% 7%

23%

28%

23%

11%

0%

5%

10%

15%

20%

25%

30%

1 = Not Very Attractive Very = 6

Q1. Is the Edmonton Region attractive to do business?

3.86

The Edmonton Region is viewed as more attractive than not 3:2, averaging 3.86: 6:00

N = 129

Key word search – most frequently (>4%) mentioned

Making(5.69%) City(15.45%) Good Infrastructure(4.88%) Place(5.69%)

Education(6.50%) Edmonton(17.89%) Work Force(5.08%)

Service(6.50%) Good (15.45%) Sector(4.87%) Costs(9.76%) Oil(8.94%)

Work Force(5.08%) Business(22.76%) Support(4.25%)

Markets(10.57%) Transportation(8.13%) Calgary(4.07%) %)

Industry(8.13%) Resources(6.50%) Growth(5.69%) Region(9.76%)

Lots(6.50%) Economy(8.13%) People(4.87%) Government(7.30)

OBSERVATIONS

The average response of 3.86 on a scale of from 1 to 6, positions the Edmonton Region as more attractive than not – a skewing of the

distribution to the right – 39% vs 61%. Note that the most negative - 9%, stand out as deviant from the norm. The negative sentiments

as expressed in comments contrast with the positive sentiments:

Positive: Transportation and land, educated workforce and the quality of life in the Region are attractive features. Negative: Political and industry leadership, innovation and industrial diversity are lacking.

https://www.surveymonkey.net/analyze/r4k2jCMqmIGvDmOF94NKfGxCPEVZwYdqJ4OkLVh3qtE_3D
















Most positive sentiments – the top 11%: Transportation and land, educated workforce and the quality of life attractive.

Complete support system available, from University and College resources, to invest firms and capital $ availability, to Govt. centre for regulatory information, to an aggressive and positive Municipal Govt..

My clients are suppliers of products and services to the oil sands industry. Edmonton has many potential clients for my company.

Good available land; strong airport and rail facilities.

Good labour market and access to markets is good and improving

Full range of possibilities from industrial to tech.

The hub for oil sands. Need to maintain stable economy and need more jobs here. The business will help in creation of more jobs.

Diverse community, large industry base, good place to live

We have great quality of life, education, healthcare. Strong service and professional service sector

Current and planned growth activity that will actually happen. This growth will ensure that Edmonton Region will attract young people, whether professional or trades. They, in turn will have families and will need, can afford and will use amenities. This means growth of primary (resource for example), secondary and tertiary industry, giving the entire package needed for success of all categories of business.

Educated labour force, good transportation routes/ connections

Geographic hub in western Canada with lots of labourers

Costs are lower for everything from taxes to housing. Vibrant city with many amenities.

Access to many markets, lovely social scene, reasonable costs, educated workforce, great recreation, nice size, progressive leadership

Good transportation infrastructure, available labor and land.

Most negative sentiments - the bottom 9%. Political and industry leadership, innovation and diversity lacking. Not very diversified market

Mayor and Council are totally unprofessional and out to lunch

Lack of head offices. No flagship world leading corporations. Blue collar ecosystem. Lack of innovation. No engineered products. Local focus. Too many lifestyle firms.

Edmonton Mayor and council do not entice synergy. Any comments about working together are rhetorical. I'm involved in innovation and Chinese investment for over 25 years and would never consider Edmonton because of it's political leadership

Taxes, operating are much higher in comparison to USA manufacturing, and additional stress in markets due to politics or Oil and gas controls is effecting domestic markets

Recession-Government City; Rental Market Terrible for landowners like myself-have a condo near U of A - for rental -no response for 3 months

The city is not up to international standards sub-standard roads, crosswalks, lighting, traffic flow, city services high taxes. not a great walking city.

Edmonton as a city does very little to advance the Innovation and Diversification file, clearly in the lowest quartile in Canada. Overall, Edmonton provides near zero "CIVIC Capital" to nurture and help grow technology-based, emerging sector companies - there is simply no interest in such; Edmonton focuses on Oil & Gas, Forestry and Agriculture. To try and suggest that Edmonton is a "Smart City" or wishes to be part of a knowledge-based economy is unrealistic.

Becoming a very dirty place

Too far away from everything, no incentive to locate i.e. no tax breaks, no grants, or subsidies to build here; commercial rents are too high; labour geared toward service and oil and gas; no connectivity to other like businesses; no tech hubs; universities not producing tech savvy graduates.

Q3. What industries would you recommend as prime targets for Regional growth? Choose up to 5.

INDUSTRY GROWTH TARGETS

Frequency # %*

1. Health & BioTech 79 62.94%

2. Environment & CleanTech 78 62.94%

3. Education & Research 62 47.59%

4. Engineering & Design 61 43.47%

5. Agriculture & Food Processing 51 37.55%

6. Transportation & Logistics 49 33.87%

7. Energy & Distribution 49 36.44%

8. Manufacturing & Export 48 39.16%

9. Infotech & Analytics 47 37.14%

10. Entertainment & Hospitality (Tourism) 27 19.77%

11. Government & Public Policy 24 17.00%

12. Construction & Real Estate 22 16.31%

13. Finance & Investment 22 14.67%

14. Management & Strategy 21 12.35%

15. Forestry & Wood Products 20 14.64%

16. Communications & Marketing 18 10.81%

17. NGO – Non Government Organization 17 11.15%

18. Legal & Security 10 6.58%

19. Human Resources & Recruitment 9 4.62%

Total Respondents 130 *Weighted to reflect the actual number of choices– Avg. 5.49

OBSERVATIONS – Important to distinguish service from

resource industries

Prime and significant (95% confidence) industry targets for Regional

growth are Service industries: Health & Biotech, Environment &

CleanTech, Education & Research and Engineering & Design. Also

favoured - but less so, are: Resource industries: Agriculture,

Transportation, Energy, Manufacturing and Infotech.

SIGNIFICANT (Confidence 95% More; High >40%)

More: Health, Environment, Education, Engineering, Agriculture,

Transportation, Energy, Manufacturing, Infotech

Education is more prime than Agriculture

Energy is more prime than Infotech

Manufacturing is on the cusp with support from Energy and

Transportation

Infotech is on the cusp with support from Education.

Among observers recommending the top 9 industry targets,

confidence was highest for Manufacturing and Environment and

lowest for Engineering and Transportation.

Key word search for Comments(15) most frequently (>4%) mentioned

Entertainment(13.3%) Industries(13.3%) Arts(13.3%)

Domestic service industries of Health, Environment, Engineering and Education are prime targets

for growth in the Edmonton Region. Also, but less so, are export oriented Agriculture and

Transportation, Energy and Manufacturing, plus Infotech



Q4. Are any of the following impeding the attraction of businesses to the Region? Choose up to 5.

IMPEDIMENTS - ATTRACTION

Frequency # %*

1. Distance to Market 65 52.09% 2. Leadership and a vision 64 51.83% 3. Economic uncertainty/ volatility 55 43.61% 4. Weather – the climate 52 44.46% 5. Transportation and logistics 46 34.42%

6. Cost of doing business 39 26.90% 7. Economic diversity 36 28.79% 8. Private investment financing 33 27.06% 9. Labour supply 31 24.57%

10. Public financial incentives 26 16.92% 11. Business regulations 24 18.85% 12. Taxes 21 15.33% 13. Research services 19 13.66%

14. Access to materials/ resources 12 7.91% 15. Quality of life 11 7.89% 16. Health and education services 8 5.19% 17. Cultural diversity 8 6.42% Other 22 17.05%

Total Respondents 129 *Weighted to reflect the actual number of choices – Avg. 4.26

OBSERVATIONS - Important to distinguish fixed from manageable

impediments in attracting businesses and industry differences.

Impediments to attracting business to the Region that are fixed include:

distance to market and the weather. Other, manageable impediments are:

Leadership and Economic uncertainty, the later a feature is associated with

government leadership and the oil and gas industry that may also explain

concern with: business costs and labour supply, transportation and private

investment financing. Low are domestic services: culture, health and

education, quality of life, and access to resources.

SIGNIFICANT (More Confidence 95%; High >40%) industry impediments

More: Distance, Leadership, Economic uncertainty, Weather, and

Transportation

If Health – High: distance (57%), leadership (52%), and weather (48%)

If Environment - High: distance (52%), economy (48%), leadership (44%),

and costs (44%)

If Education – High: leadership (46%), distance (44%), and economy

(40%),

If Engineering – High: leadership (62%), transportation (48%), and

distance (43%)

If Agriculture – High: leadership (67%), private $ (56%), costs (44%),

distance (44%), and transportation (44%)

If Transportation – High: economy (60%) and leadership (53%)

If Energy – High: economy (66%), distance (46%), and leadership (51%)

If Manufacturing – High: leadership (55%), distance (50%), weather (50%),

economy (40%), and costs (40%)

If Infotech – High: leadership (64%) and distance (40%)

Domestic service industries of Health, Environment, Engineering and Education are prime targets for growth in the Edmonton Region. Also, but less so are export oriented Agriculture and Transportation, Energy and Manufacturing, plus InfoTech.

Distance to Market, Leadership (government) and Economic uncertainty are impediments to

attracting businesses to the Region and to a lesser extent Weather – the climate and

Transportation.

Key word search for Other (22) – most frequently (>4%) mentioned

Edmonton(13.64%) Policy(9.09%)

Leadership(9.09%) Business(13.64%)

Culture(9.09%) Town(9.09%) %) Council(13.64%)

Provincial Government(13.64








Q5. Are any of the following impeding the recruitment of talent to the Region? Choose up to 5.

IMPEDIMENTS - RECRUITMENT

Frequency # %

1. Weather – the climate 78 81.58%

2. Leadership and a vision 53 43.36%

3. Economic uncertainty/ volatility 50 37.73%

4. Distance to market 39 30.41%

5. Economic diversity 34 25.79%

6. Quality of life 24 17.73%

7. Cost of doing business 22 16.15%

8. Transportation and logistics 20 13.96%

9. Labour supply 17 15.08%

10. Business regulations 16 11.09%

11. Private investment financing 14 10.37%

12. Taxes 13 10.12% 13. Public financial incentives 11 7.69%

14. Research services 10 6.15%

15. Cultural diversity 10 7.39%

16. Access to materials/ resources 7 4.80% 17. Health and education services 5 4.52%

Other 24 19.04%


OBSERVATIONS – Important to distinguish impediments to recruiting

talent may differ between industries.

Impediments to recruiting talent to the Region that are fixed include: weather

primarily followed by distance to market. Other manageable impediments include:

leadership, economic uncertainty and economic diversity. Quality of life may be a

concern but contrasts with cultural diversity and services of health and education,

research, resource access, and public financial incentives.

SIGNIFICANT (Confidence 95% More; High >40%) industry impediments

More: Weather, Leadership, Economic uncertainty, Distance, Economic diversity

If Energy is a target, then economic uncertainty (49%), weather (67%), and

leadership (51%) are impediments to recruiting

Weather - High for every industry except Infotech (35%) and Forestry (36%)

Leadership – High for every industry except: Communications (39%), Legal (37%),

Entertainment (36%), Transportation (36%), NGOs (33%), Agriculture (33%), and

Construction (32%)

Economic uncertainty – High for every industry except Infotech (39%),

Communications (39%), Finance (38%), Health (35%), NGOs (24%), and Forestry

(18%)

Distance to market – High for Engineering (50%), Manufacturing (50%), and Legal

(50%),

Economic diversity - High none.

In addition to Weather – the climate, Leadership and Economic uncertainty/ volatility plus Distance to

market and Economic diversity are impediments to recruiting talent to the Region.

Key word search for Other (24) – most frequently (>4%) mentioned

Opportunities(16.67%) Boring(8.30%) Housing(12.50%) People(12.50%) Region(16.67%%)

Government(16.67%) Foreign(8.33%) Labour(12.50%)








Q6. Are any of the following impeding the retention of companies in the Region? Choose up to 5.

IMPEDIMENTS - RETENTION

Frequency # %

1. Economic uncertainty/ volatility 57 49.30%

2. Leadership and a vision 56 48.52%

3. Distance to market 47 34.58%

4. Labour supply 41 35.42%

5. Cost of doing business 40 26.17%

6. Taxes 27 22.63%

7. Weather – the climate 27 16.85%

8. Economic diversity 26 17.04%

9. Transportation and logistics 26 18.60%

10. Private investment financing 23 18.70%

11. Business regulations 22 15.62%

12. Public financial incentives 21 18.70%

13. Quality of life 11 8.86%

14. Access to materials/ resources 11 6.06%

15. Cultural diversity 8 5.65%

16. Research services 7 3.68%

17. Health and education services 1 0.40%

Other 18 14.75%


OBSERVATIONS – Important to distinguish impediments to retaining

companies may differ between industries.

Impediments to retention of companies in the Region include distance to market

and the Region’s economic uncertainty associated with the oil and gas industry

and new government leadership and associated labour supply, cost of doing

business. These contrast with health and education services, research services,

cultural diversity, access to resources and quality of life.

SIGNIFICANT (Confidence 95% More; High >40%) industry impediments

More: Economic uncertainty, Leadership, Distance, Labour, and Cost

Economic uncertainty –High for every industry except Finance (35%),

Management (31%), NGOs (32%), and Agriculture (12%)

Leadership – High: for every industry except Entertainment (36%), and

Agriculture (25%)

Distance to market – High: Engineering (62%), Infotech (55%), and Health

(48%), Manufacturing (45%), Finance (45%), Education (44%), Human

Resources (42%), and Energy (41%)

Labour supply –High: Environment (42%), Finance (40%), Health (43%),

Agriculture (63%), Legal (57%), Tourism (43%), Manufacturing (45%), and

Forestry (50%

Cost of doing business – High: Agriculture (63%), Legal (57%), Environment

(42%), Finance (40%), Health (43%), Tourism (43%), Manufacturing (45%),

and Forestry (50%)

Economic uncertainty/ volatility and Leadership (government)are prime Impediments to the retention of

companies in the Region in addition to Distance to market, Labour supply and Cost of doing business.


Provincial Government(11.11%) Planning(11.11%)

NDP Government(16.67%) Business(11.11%)





Few companies were identified for relocating to the Edmonton Region. Prime industries of interest include: Infotech and Health & Biotech, Manufacturing and Transportation. Oil and gas dependency and

the new NDP Government are concerns.

Q9. Please identify any company(s) that you view as prime for relocating to the Edmonton Capital Region? Key: Infotech(10), Health(9), Manufacturing(7), Transportation(6), Engineering(4), Energy(3), CleanTech(3),

Finance(3), Education(2), Entertainment(1), Agriculture(1), Government(1), Communications(1) T - Air and Rail Transportation

A - Any advanced AgriFood grower (greenhouses) or processor M - Any battery manufacturer or manufacturers in general. M - Any manufacturing company. H - Big pharmaceutical and medical device companies

H,I - Bio tech/nano tech/robotics

E,C - Clean energy technology such as solar and geothermal

H,I - Data and analytics, health care services I - Dell just acquired EMC. Eng - Engineering design companies F, E,Eng,T - Foreign banks, Methanex, SNC Lavelin , aerospace firms Ent,H,Ed,I - Game programming, nursing schools, drama schools M - GE M - There was news about GE transferring its manufacturing to Canada. Eng - Golder Associates--probably already have an office here I - Google G - Government H,I - Health IT H - Health research; biomaterials I, Ed - Knowledged economy T - Logistics gateway to ice free NW passage F - Major financial institution M - Manufacturers of innovative technologies for local and export. H,M - More drug manufacturing. Electronic manufacturing I - NextIT Inc. from Spokane Washington. H - Novozymes C,Eng – PCL H – Pharmaceutical Com, I – Skypoint (Communications) E,M - Solar companies, refining of natural resources T,C,I - Tesla, Any Clean Energy Emerging Leader, Google, Amazon T – Transportation T,F - Transportation and logistics taking advantage of our geographic location as the first major population centre inland from Prince Rupert, and as a hub linking the coast, Northern Canada, the oil sands, south to Calgary and east through Winnipeg to the United States, all make us prime to go after major transportation/pipeline companies. We also have a cluster of financial institutions that create a critical mass of talent that could be attractive.


Tech(3.77%) Google(3.77%) Oil(13.21%) Clean Energy(3.77%)

Pharmaceutical(3.77%) Companies(13.21%) Health(5.66)

Manufacturing(13.21%) Financial(3.77%)

Logistics(3.77%) Transportation(5.66%) Economic(3.77%)

Nothing in the OIl and gas

Oil patch chose Calgary en masse for a reason. Address those reasons and perhaps head offices would move closer to their work

There are many, but we need to think outside the box, and get away from being married to the oil industry

Need to shake out of oil/ag/forestry focus that have low growth prospects

Soon to have lots of vacancy downtown. Create a start-up alley on Jasper Ave.

None, during the current economic situation

None since arrival of Alberta NDP government

Unfortunately we have the NDP government which is a major speed bump in economic terms.

None would consider Edmonton.

I would NOT recommend a company to come to this city












HIGHLIGHTS

ATTRACTIVE? The Region is viewed as attractive to do business citing:

transportation infrastructure and land available plus the Region’s educated workforce and the quality of life. The most negative sentiments include political and industry leadership and the lack of innovation and diversity. Additional sentiments include the new NDP Government’s economic policies and economic uncertainty associated with the volatile oil and gas industry.

INDUSTRY FAMILIARITY? Inter-industry familiarity is low for

government, education, energy and management.

GROWTH? Industry growth targets are reinforced ✓ when asked

respondents were asked to identify companies:

PRIME INDUSTRY GROWTH TARGETS - EDMONTON REGION

Health & BioTech ✓ Environment & CleanTech

Education & Research

Engineering & Design

Agriculture & Food Processing

Transportation & Logistics ✓ Energy & Distribution

Manufacturing & Export ✓ Infotech & Analytics ✓

IMPEDIMENTS? The Edmonton Region’s Distance to market and Weather are fixed impediments. Manageable impediments

include Leadership and vision in the face of Economic uncertainty and inter-related issues of the Cost of doing business, Labour supply and Economic diversity.

Attraction Recruiting Retention Distance to Market Weather – the climate Economic uncertainty/ volatility Leadership and a vision Leadership and a vision Leadership and a vision Economic uncertainty/ volatility Economic uncertainty/ volatility Distance to market Weather – the climate Distance to market Labour supply Transportation and logistics Economic diversity Cost of doing business

Least frequently cited are the Region’s socio-cultural, research and resourcing features:

Research services Access to materials/ resources

Public financial incentives Research services

Quality of life Access to materials/ resources

Quality of life Cultural diversity Cultural diversity Health and education services Access to materials/ resources Research services Cultural diversity Health and education services Health and education services

Recommendation. 1. Cross-industry engagement with government for planning Regional diversification of the economy through prime industry targets, 2. tackle specific initiatives for addressing manageable impediments for attracting, recruiting talent and retaining business, 3. Regional leaders in both industry and government should celebrate and acknowledge the Region’s services and socio-cultural features.

EUROPEAN MISSION MEETING SUMMARY

COMPANY SUMMARY: City: Barcelona Country: Spain

Year Established: 2012 # of Employees: 1-10 Industry: Energy & Utilities Produce: Nanotechnology Revenue: Confidential

Description: This company specializes in the research and development of thin films. It caters to materials and surface applications based on nanotechnology. It offers solutions based on nanotechnology adapted to specific developments of its customers.

MEETING SUMMARY: This Spanish nanotechnologies company met with representatives from the City of St. Albert as well as Klaas Rodenburg from the Alberta Council of Technologies. The meeting was held at their head office in Barcelona and was focused primarily on their desire to expand their business into the Canadian marketplace. Currently they research and develop Nano-coatings that can be applied to fabricated goods in sectors such as Aerospace, equipment manufacturing, etc. A package of City of St. Albert promotional materials was provided to the owner and discussions revolved around St. Albert’s labour force, market accessibility, regional academia, labour costs, and of course access to business support and venture capital. Of significant interest to them was the Capital Regions existing strength in the Nanotechnology sector with the Alberta Centre for Advanced Mnt Products (ACAMP) as well as the National Institute for Nanotechnology (NINT) being located in Edmonton. They were very interested in the market development support and potential access to venture capital that could be available in St. Albert. Economic Development spoke at length about the support programs in place for a business of their size through NABI, the City’s potential Incubation Strategy, as well as several Venture Capitalists in the City who are looking to invest in this sector. Meeting was very successful; this company would like to be in further contact to discuss the potential expansion of the business into the Canadian marketplace. They believe St. Albert has the tools and resources to be a soft landing spot for expansion.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership or sales office Project Location: Canada Timeframe: 2020 Key Drivers for Expansion: Regional interest in North America

ADDITIONAL INFORMATION: NEXT STEPS: 1. Follow Up Conversations

2. Identify pilot opportunities 3. Identify and connect market development opportunities 4. Connect w/ NINT & ACAMP 5. Invite to Smart City Symposium 6. Connect Investors w/ Company 7. Introduce and Liaise w/ Venture Capital


COMPANY SUMMARY: City: Lille Country: France

Year Established: 1993 # of Employees: 101-150 Industry: Software & Applications Produce: Document mgmt. solutions Revenue: 5-10 million

Description: Founded in 1993 and based in Lille, France, this company offers multimedia document management and sharing solutions. It is an editor of Electronic Document Management (EDM, EMM) software with solutions for public administration and private sector.

MEETING SUMMARY: This meeting took place at the Smart City Global Expo in Barcelona Spain. This company is a French multimedia document management company who has an interest in expanding their platform into the Canadian market. Currently, there are offering their products and solutions throughout Western Europe and have a keen desire on expanding into Asia and North America. Our meeting focused on the existing market in the Edmonton Capital Region and the business support environment in St. Albert. They were particularly interested in the market development support that could be provided. Expansion into the region would initially consist of a sales & support office. They were very interested in the current environment relative to Oil & Gas as they see synergies with their product and large scale project management. This company also has a specific software relative to public administration, they were very intrigued by the membership of the Smart City Alliance and were quite impressed with the member partners. A package of promotional materials was provided and the conversations thereafter revolved around St. Albert’s labour force, market accessibility, regional relationships, labour costs, market access, and of course market development support. The meeting was successful; this company would like to continue a dialogue with the City of St. Albert and the Smart City Alliance regarding potential expansion into the market. An invitation was extended for this company to join the Alliance at the 2016 Smart City Symposium on April 12-13 in Banff.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnerships Project Location: North America Timeframe: 2015/2016 Key Drivers for Expansion: Proximity to customers

ADDITIONAL INFORMATION: NEXT STEPS: 1. Follow up conversations

2. Identify market opportunities 3. Connect w/ Alliance member parties 4. Continue dialogue around attendance at Smart Symposium 5. Introduce and Liaise w/ Potential Partners


COMPANY SUMMARY:

City: London Country: United Kingdom

Year Established: 2012 # of Employees: 11-25 Industry: Software & Applications Produce: Construction Mgmt Revenue: 1-3 million

Description: Founded in 2012 and headquartered in London, UK, this company is a mobile software developer for the construction industry. The company employs 15 people and generates revenues of $1-3 million.

MEETING SUMMARY: The Smart City Alliance inclusive of the City of Edmonton and City of St. Albert met with this mobile software developer for the construction industry at their office in London, England. This company is very interested in expanding their business into the Alberta market as their product lends itself to large construction projects. The owners seemed to have a solid understanding of the large scale infrastructure and private construction projects happening in the Edmonton area and see the Alberta market as a leading market for their company to expand. Promotional material was provided during the meeting and the conversations focused primarily on how best in integrate a sales & support office into the market. As this company is relatively new to market they had a keen interest in the types of support they would have access to. The City of St. Albert provided information on accessibility of venture capital as well as market development support and concierge services provided by Economic Development. St. Albert has a large base of construction companies and construction servicing companies making up our business mix; this was explained in detail during the course of the meeting and provided insight into why St. Albert would be an excellent landing spot for Canadian market entry. This meeting was resulted in very interesting discussion and a keen interest to continue conversations around expansion into the Alberta marketplace. St. Albert was able to critical information regarding its value as the location for future growth. The company was extended an invitation to extend the 2016 Smart City Symposium in Banff to get a better feel for the existing marketplace for their advanced technology as well as a feel for the business climate in Alberta.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales & support office Project Location: USA & Canada Timeframe: 2017-2018 Key Drivers for Expansion: New market entry


2. Identify market opportunities 3. Connect w/ potential end users 4. Invite to Smart City Symposium 5. Provide Concierge/Liason services


COMPANY SUMMARY:

City: Napoli Country: Italy

Year Established: 2004 # of Employees: 51-100 Industry: Computer & Electronics Produce: Public Key Infrastructure Tech Revenue: Confidential

Description: Founded in 2004 and headquartered in Naples, Italy, this company is a manufacturer and supplier of software and systems for security and identification based on PKI (Public Key Infrastructure) systems.

MEETING SUMMARY: City of St. Albert met with this Italian manufacturer and supplier of software systems for security and identification in Barcelona, Spain. The purpose of the meeting was to discuss potential expansion into Alberta as they had indicated a willingness and desire to expand in the next 24-36 months. Currently the company operates in Europe and in Asia and is looking for a market in Canada where expansion would be possible. The conversation was focused on Alberta’s marketplace for this type of service as well as different types of business support that was available throughout the expansion process. Promotional material was provided to the company’s representative and the key information for advancing discussions forward revolved around client potential. Based on these conversations an introduction to the Smart City Alliance was made, this was very impressive to them as they could see the value in the membership as a business development tool. They were also very impressed by the progressive and forward thinking approach the Smart City Alliance was undertaking in advancing Smart technologies. This meeting was well, although expansion of this business in St. Albert seems less likely than others. The primary driver for expansion in this case is client potential and it seemed as though they were not quite prepared at this point to make the jump into the Canadian market. For this reason it is believed any expansion into St. Albert could take between 24-36 months. They were extended an invitation to the 2016 Smart City Symposium in Banff which will hopefully shed some light on client potential moving forward.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales & service office (w/room for keeping stock) Project Location: Canada Timeframe: 24 to 36 months Key Drivers for Expansion: Incoming tenders and client potential

ADDITIONAL INFORMATION: NEXT STEPS: 1. Follow up Conversation

2. Identify and connect market opportunities 3. Connect w/ key Alliance members 4. Continue dialogue around attendance at Smart Symposium 5. Introduce and Liaise w/ potential partners


COMPANY SUMMARY: City: Leighton Buzzard Country: United Kingdom

Year Established: 2011 # of Employees: 1-10 Industry: Software & Applications Produce: Predictive analytic solutions Revenue:

Description: Founded in 2011, this company is a British technology company that develops demand insights and predictive analytics derived from anonymized mobile phone network data in compliance with UK data privacy laws and future EU regulations. It has developed a new way of identifying and analysing people movement.

MEETING SUMMARY: The City of St. Albert met with this British company’s representative at the Smart City Global Expo in Barcelona, Spain. This business develops demand insights and predictive analytics derived from anonymized mobile phone network data, essentially they have developed a proprietary way of identifying and analyzing the movement of people. Currently this company is operating in the United Kingdom and parts of Western Europe and Asia with a focus on global expansion. They have great interest in expanding into Canada based on our regulated and secure networks and privacy laws. Our meetings focus was based on their expressed interest to expand into Alberta and throughout Western Canada within the next 18 months. St. Albert presented a package of promotional material which highlighted our City’s ability to welcome their businesses expansion. They were keenly interested in our labour market, customer potential, venture capital capabilities, etc. As this company is still young they were very excited to hear that they can access capital with the condition their business is based in St. Albert. They Smart City Alliance were discussed in detail as well as St. Albert’s potential in the Smart City environment. This meeting went very well, with St. Albert’s ability to connect this company to local network providers and potential market development support. The companies representatives have expressed a strong desire to stay in further contact and were extended an invitation to join the Smart City Alliance at the 2016 Smart City Symposium in Banff.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership w/mobile phone operators Project Location: Western Canada Timeframe: 2018 Key Drivers for Expansion: Regional interest in North America

ADDITIONAL INFORMATION: NEXT STEPS: 1. Continue follow up dialogue

2. Identify regional telecoms to connect 3. Connect w/ appropriate Alliance members 4. Continue dialogue around attendance of Smart Symposium 5. Introduce and Liaise with potential partners 6. Present Smart City Master Plan if approved and identify opportunities


COMPANY SUMMARY: City: Salo Country: Finland

Year Established: 2007 # of Employees: 26-50 Industry: Software & Applications Produce: GIS Software Revenue: 3-5 million

Description: Founded in 2007 and headquartered in Salo, Finland, this company is an IT services company that develops geographic information solutions. The company has three offices in Finland, employs 30 people, and generates revenues of $3 million.

MEETING SUMMARY: City of St. Albert Economic Development staff met with this Finnish company at the Smart City Global Expo in Barcelona, Spain. This business is an IT services company that develops geographic information solutions. The company has three offices in Finland and is looking at expanding into a country with a similar social structure and business environment. The company is interested in establishing a sales & support office in Alberta to be operational in the next 12-24 months. As this business is not currently located outside of Finland and is largely doing business in Europe they were very keen to learn about the different business support services the City provided as well as the opportunities that possibly existed through relationship development with the Smart City Alliance. Promotional material was provided and the conversations largely focused on forming regional partnerships to assist in market development. The group of representatives who met with the City of St. Albert we also very interested to learn about the labour market in St. Albert is it relates to GIS and engineering. This meeting demonstrated to City officials the interest in the City of St. Albert from this business. Representatives are very keen on advancing conversations further and are excited about the potential market development support and/or partnerships that may come of this meeting. An invitation to the 2016 Smart City Symposium was extended as an opportunity to meet with key alliance members and form working relationships that may advance the expansion of this business into St. Albert.

INTELLIGENCE GATHERED: Business Intelligence: Project: Support Office Project Location: USA & Canada Timeframe: 2016-2019 Key Drivers for Expansion: New market entry


2. Identify market opportunities 3. Connect w/ relevant Alliance members 4. Continue to advance dialogue regarding attendance at Smart City Symposium 5. Introduce and liaise w/ potential partners


COMPANY SUMMARY: Address: City: Zip/PC: State/Prov: Country: Netherlands

Year Established: 2012 # of Employees: 1-10 Industry: Energy & Utilities Produce: Seismic activity detection solutions Revenue: Confidential

Description: Founded in 2012 and headquartered in Delft, Netherlands, this company is an innovative technology company focused on solutions for seismic reservoir imaging for the oil and gas industry. Currently, the company employs less than 10 people, and its revenues remain confidential.

MEETING SUMMARY: Economic Development staff with the City of St. Albert was able to discuss business expansion into the Alberta marketplace with this Dutch company. This business is an innovative technology company focused on solutions for seismic reservoir imaging for the Oil & Gas industry. Based on their target sector of Oil & Gas they were extremely eager to have discussions with the City of St. Albert and the Alberta Smart City Alliance. The owner of this business indicated a strong desire to open a sales & service office in Alberta within the next 24-36 months based on Alberta’s strong market coverage. Promotional material was provided which highlighted ease of access to the Oil & Gas markets in Alberta from St. Albert as well as labour force information and industry statistics. Conversations focused on market expansion and potential market entry opportunities and partnerships. This technology is proprietary and has not made its way to Canada yet, although it is currently being used in the Oil & Gas industries in the Middle East and Russia currently. The owner is keen to expand into Canada as he views the industry as stable and the regulatory environment as stronger than his existing markets. Dialogue around the manufacturing and oilfield service opportunities in the Capital Region resulted in a desire to receive additional information on the local economy relative to these sectors. As this meeting was focused on the expansion of a technology company focused on servicing the Oil & Gas industry there was strong interest from all parties to continue a dialogue moving forward. The owner asked that the City of St. Albert provide additional information regarding business support services as well as potential Alliance members with whom he could connect with to discuss future partnerships.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership or Sales & Service Office Project Location: Canada Timeframe: Within 36 months Key Drivers for Expansion: Market coverage in the oil And gas sector

Additional Contacts: Name: Title:


2. Identify pilot opportunities 3. Identify and connect market development opportunities 4. Extend invitation to 2016 Smart City Symposium 5. Introduce and liaise with potential partners


COMPANY SUMMARY: City: Ridgefield Park Country: USA

Year Established: 2000 # of Employees: 151-200 Industry: Software & Applications Produce: Security Software Revenue: 50-100 million

Description: Founded in 2000 and headquartered in Ridgefield Park, New Jersey, this company is a developer of video surveillance systems and integrated IT solutions. The company has offices worldwide, employs 200 people and generates revenues of $75 - $100 million; it is currently on track for 20% organic growth in 2015.

MEETING SUMMARY: City of St. Albert representatives met with this American company at the Smart City World Expo in Barcelona, Spain. This business is a developer of video surveillance systems and integrated IT solutions. Currently this business has offices worldwide and is looking to further expand in Western Canada. The businesses representative specified they are looking at opening multiple sales offices throughout Western Canada due to its proximity to existing clients and to support a growing market. Our meeting focused primarily on potential market opportunities, partnerships, development support, etc. Promotional material was provided by the City of St. Albert which answered many questions and enforced St. Albert as a well positioned City for future market expansion. Economic Development spoke at length about the various support programs in place and the concierge services offered for new businesses that are looking for traction in a new market. The Smart City Alliance was also discussed as a potential resource and St. Albert was positioned as a key component in the Alliance. Further discussions around better understanding their technology and deciphering applications that could potentially be embedded in the Smart City conversation were held. Ultimately this meeting was positive, the representatives from both the business and the City of St. Albert agreed to a continued dialogue around expansion into St. Albert. An invitation to attend the 2016 Smart City Symposium as a product showcase and networking opportunity was offered. This business thinks highly of St. Albert as a community and is looking forward to exploring all options moving forward.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales office Project Location: Western Canada Timeframe: 2018-2019 Key Drivers for Expansion: Proximity to clients, support growing market


2. Identify market opportunities 3. Connect w/ relevant Alliance members 4. Continue dialogue around attendance at Smart City Symposium 5. Identify pilot opportunities.


COMPANY SUMMARY: City: Toulouse Country: France

Year Established: 2014 # of Employees: 26-50 Industry: Automotive & Motor Vehicles Produce: Driverless Vehicles Revenue: Pre-revenue

Description: Founded in 2014 and based in Toulouse, France, this company is a joint venture in between a vehicle manufacturer and a high tech company specialising in services robotics that offers driverless vehicles

MEETING SUMMARY: City of St. Albert and the Smart City Alliance met with this French driverless vehicle company in Barcelona, Spain at the Smart City Global Expo. This business is a joint venture between a vehicle manufacturer and a high tech company specializing in robotics that offers driverless vehicles. The purpose of the meeting was to have a discussion around the robotics and driverless vehicle industries. The representatives from this company indicated a desire to expand into Western Canada and Alberta by 2017-2018. Both the Alliance and the City of St. Albert presented promotional material and discussed at length the market opportunities in the desired expansion locations. They were very impressed with the Alliances progressive agenda and the make up of the membership base, inclusive of public and private parties. This business was equally impressed with St. Alberts Smart City vision and felt it aligned extremely well with their businesses goals and objectives moving into the future. Their initial interest is in the creation of a sales & service office, and as they are a pre-revenue business they were very excited to learn about St. Albert’s ability to provide access to venture capital. This meeting went very well and this business is very interested in continuing discussions around expansion into the Capital Region, and specifically St. Albert. A major point of interest for this business was the LRT expansion plans into our community, regardless of timeline. St. Albert’s Economic Development team will be working with this company to develop a potential pilot project in market.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales & service office Project Location: North America Timeframe: 2017-2018 Key Drivers for Expansion: Market coverage


2. Identify market opportunities 3. Connect w/ St. Albert venture capitalists 4. Identify potential pilot opportunities 5. Invite to attend 2016 Smart City Symposium 6. Introduce and Liaise w/ potential partners


COMPANY SUMMARY: City: Delft Country: Netherlands

Year Established: 2012 # of Employees: 11-25 Industry: Energy & Utilities Produce: Energy harvesting solutions Revenue: Confidential

Description: Established in 2012 and headquartered in Delft, Netherlands, this company is an innovator, manufacturer and developer of vibration energy harvesting products for wireless sensor equipment and other low-power electronics. It employs just fewer than 15 employees and its annual revenues remain confidential.

MEETING SUMMARY: Economic Development staff held discussions with this Dutch company regarding expansion into the Canadian marketplace. This business is a manufacturer and developer of vibration energy harvesting products for wireless sensor equipment and other low-power electronics. Their primary client base is in the Energy & Utilities sectors which is the origin of their interest in the Alberta marketplace. The company expressed an interest in establishing a sales & service office in the next 24 months. City staff provided a promotional package about St. Albert that included information regarding site opportunities, labour force, competitive environment, market accessibility, etc. This company’s technology is of particular interest to the City as it works towards the potential implementation of the Smart City Master Plan as well as to the Smart City Alliance membership. The owner mentioned for its expansion to move forward it was critical to make connections in the Energy sector. On this basis an invitation was extended to attend the 2016 Smart City Symposium as a showcase and networking opportunity with sector leaders. This meeting was positive; this company would like to continue and extended dialogue with the City of St. Albert and the Smart City Alliance regarding potential market expansion. They also indicated their desire to be introduced to potential partners in the City of St. Albert with whom they could further develop and expansion plan. Economic Development has offered continuous liaison services to ensure the appropriate connections are made.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales & Service Office Project Location: North America (US or Canada, or both) Timeframe: 2 to 3 years Key Drivers for Expansion: New market entry

ADDITIONAL INFORMATION: NEXT STEPS: 1. Continue follow up conversations

2. Identify key sector partners and arrange introductions 3. Connect market development opportunities 4. Continue dialogue around attendance at Smart City Symposium 5. Introduce and liaise w/ venture capitalist



Year Established: 2008 # of Employees: 1-10 Industry: Manufacturing (Corporate &

Industrial) Produce: Aerogels Revenue: Less than 1 million

Description: Founded in 2008 and based in Barcelona, this company is an aerogel production company. Its insulation materials are produced to reduce energy consumption by enhancing energy efficiency.

MEETING SUMMARY: City of St. Albert mission representatives met with this green construction materials company at their office in Barcelona. The company manufactures aerogel insulation materials that are produced to reduce energy consumption by enhancing energy efficiency. City staff present prepared materials and discussed potential market opportunities for this business. They expressed a willingness to expand into Alberta and establish a manufacturing facility within the next 24 months. Unfortunately this business was extremely ill prepared for the meetings and struggled to explain their business and/or relate any tangible benefit for meeting with us. The meeting jumped from expansion to potential opportunities to sponsorship, etc. etc. with no real understanding of the resource requirements or demonstrated marketability. Ultimately this meeting was the one glaring unsuccessful business connection. City staff was prepared to engage in a meaningful discussion regarding Canadian market entry and was met with a technology start up business that had very little ability to expand at this current time.

INTELLIGENCE GATHERED: Business Intelligence: Project: Aerosol facility Project Location: North America Timeframe: 24-36 months Key Drivers for Expansion: To be determined

ADDITIONAL INFORMATION: NEXT STEPS: 1. None at this time.



Year Established: 2007 # of Employees: 51-100 Industry: Business Services Produce: Adv Engineering Svcs Revenue: 5-10 million

Description: Headquartered in Barcelona, Spain, with a subsidiary office in Dublin, Ireland, this company is an advanced engineering consultation company. The company employs 55 people across both its offices, and generates revenues of $10 million.

MEETING SUMMARY: City of St. Albert and the Smart City Alliance met with this Spanish company at their head office in Barcelona. This company is an advanced engineering consultation company which offers data management solutions for data processing, decision support, automation, and data analysis. Their focus primarily is in the food manufacturing, pharmaceutical, and process engineering for sustainable industrial solutions. Currently they are expanding into the chemical, mining, and plastics manufacturing sectors and are very aware of the Edmonton region as it relates to those sectors. The company is looking to expand into Alberta by 2017-2018 with the opening of an engineering office to support their growth. The City of St. Albert presented a promotional package specifically highlighting areas of interest including labour force, market potential, regional academia, labour costs, and of course business support. As this company is very well established currently they are looking primarily for a partner who can offer market development expertise and who can act as a liaison on the ground while they continue to do their due diligence regarding expansion. They were very excited to hear about St. Albert’s accessibility to the Oil & Gas sector as well as the existing educated labour force residing in St. Albert. This meeting was identified as high potential due to the existing knowledge of the Capital Region and the strong desire to expand into our regional Oil & Gas service sector. Economic Development has extended an invitation to join the City and the Alliance at the 2016 Smart City Symposium in Banff and will continue to work with this business in realizing their expansion goals.

INTELLIGENCE GATHERED: Business Intelligence: Project: Engineering Office Project Location: USA & Canada Timeframe: 2018-2019 Key Drivers for Expansion: New market entry


2. Identify possible sites for expansion 3. Identify and connect market development opportunities 4. Provide concierge/liaison services 5. Continue dialogue around attendance at Smart City Symposium


COMPANY SUMMARY: City: London Country: United Kingdom

Year Established: 2009 # of Employees: 26-50 Industry: Software & Applications Produce: Demand response technology Revenue: 10-25 million

Description: Founded in 2009 and headquartered in London, UK, this company is a leading demand response aggregator in the energy market. The company employs 40 people and generates revenues of $10 million.

MEETING SUMMARY: The City of St. Albert and the City of Edmonton met with this company in London, England as a part of the Smart City Mission. They expressed an interest in expanding into the Canadian market based on their already impressive expansion into most of Western Europe. This English company manufactures, installs, and monitors sensors that control demand response for commercial, office, and industrial buildings. Essentially they allow a user to remotely control usage of electricity, heating, cooling, etc. through their hardware which they install and monitor. Edmonton and St. Albert both provided the owner with promotional material, as well as information about the Smart City Alliance. The discussion focused on the Capital Region being a hub of development with a focus on implementing Smart technologies and incubating tech companies in this area. Business resources, market development support, concierge service, etc. were discussed at length. As a well established firm with revenue upwards of 25 million dollars annually, the primary area of need for this business is on ground support. The meeting went well, with discussions around expansion beginning with a potential sales centre being established in the Capital Region. The owner is interested in continuing a dialogue in 2016 to further discuss expansion into St. Albert and/or the Capital Region.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales office Project Location: USA & Canada Timeframe: 2017-2018 Key Drivers for Expansion: New market entry


2. Identify local pilot opportunities 3. Identify and connect market opportunities 4. Invite to Smart City Symposium 5. Identify local showcase opportunities


COMPANY SUMMARY: City: Zaragoza Country: Spain

Year Established: # of Employees: 51-100 Industry: Software & Applications Produce: Open source sensor platform Revenue: 3-5 million

Description: Founded in 2006 and based in Zaragoza, Spain, this company designs and manufactures wireless sensor network devices so that system integrators, engineering, and consultancy companies can deliver reliable Internet of Things (IoT), M2M and Smart Cities solutions with minimum time to market.

MEETING SUMMARY: Smart City Alliance members and staff from the City of St. Albert met with this Spanish company at the Smart City Global Expo in Barcelona. This company designs and manufactures wireless sensor network devices so that system integrators, engineering, and consultancy companies can deliver reliable Internet of Things (IoT), M2M, and Smart Cities solutions with minimum time to market. This business expressed a desire to establish a sales office in Canada by 2018 and was eager to learn about the Smart City Alliance and the City of St. Albert. The conversation was largely focused on the City’s vision for Smart City moving into the future, and they seemed particularly impressed the City’s progressive vision around data analytics for citizen service delivery. St. Albert’s role in the Smart City Alliance was also a major discussion piece, the fact that the alliance membership included St. Albert’s business partners in IBM and Cisco was of large benefit. The conversation around their products capabilities mirrored many of the considerations in the City’s Smart City Master Plan which will be presented to Council in 2016. A promotional package focused on the City of St. Albert and the Smart City Alliance was given to the company’s owner and ideas around future pilots and market development support were dug into. This meeting was successful on two fronts, ultimately this business expressed a strong desire to remain in contact and continue discussions around St. Albert expansion, but they also have a very intriguing product that may be of interest to the City upon the potential implementation of the Smart City Master Plan. An invitation to attend the 2016 Smart City Symposium was extended as well as the possibility of showcasing their business and products at the show to all attending members.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales office Project Location: North America Timeframe: 2018 Key Drivers for Expansion: Proximity to customers

ADDITIONAL INFORMATION: NEXT STEPS: 1. Continue follow up conversations around expansion

2. Identify pilot opportunities 3. Connect potential partners 4. Provide showcase opportunities in St. Albert 5. Provide Liaison services to further advance expansion plans


COMPANY SUMMARY:

City: Helsingfors Country: Finland

Year Established: 2013 # of Employees: 1-10 Industry: Energy & Utilities Produce: Intelligent street Lighting solutions Revenue: Confidential

Description: Founded in 2013, this company provides intelligent street lighting solutions. Its control system detects the presence of bypassers, allowing lights to dim when the streets are empty. When the presence of a pedestrian is detected, the system automatically provides comfortable lighting conditions, reducing energy consumption by 70%.

MEETING SUMMARY: City of St. Albert staff met with this Finnish business at the Smart City Global Expo in Barcelona, Spain. This business provides intelligent street lighting solutions. Its control system detects the presence of by passers, allowing lights to dim when the streets are empty. When the presence of a by passer is detected the system automatically provides light, reducing energy consumption by 70%. The proprietary piece of technology this company possesses is the ability to function with a cloud based program which allows it to collect data on frequency, speed, etc. The company is interested in expansion into the Canadian market and is looking for a partner project with which they can pilot their technology and showcase their product. City staff provided promotional materials outlining St. Albert’s competitive advantage as a community to focus its expansion and discussions were held at length regarding the relationships held by Economic Development and its developer partners. It was then communicated that the City of St. Albert would have the ability to help this business access venture capital and create relationships/partnerships with developers in the community who had previously expressed interest in creative technology to embed in their developments. This meeting went well; the company is relatively new and is looking to partner with an experienced entity that can help demonstrate their product in Canada. On this basis an invitation to participate and attend the 2016 Smart City Symposium was extended and future introductions to St. Albert’s development community will be offered.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership Project Location: Canada Timeframe: 2016 Key Drivers for Expansion: Regional interest in Canada


2. Identify partnership opportunities 3. Connect w/ interested developers 4. Connect w/ relevant Alliance members 5. Continue dialogue around attendance at Smart City Symposium.


COMPANY SUMMARY:

City: Irvine State/Prov: California Country: USA

Year Established: 1984 # of Employees: 26-50 Industry: Software & Applications Produce: Service management systems Revenue: 5-10 million

Description: Founded in 1984 and headquartered in Irvine, California, this company is a software development company. It employs 30 people and generates revenues of $5 million.

MEETING SUMMARY: City of St. Albert staff had the opportunity to meet with this American company at the Smart City Global Expo in Barcelona, Spain. This particular business was apart of the Microsoft pavilion which included companies identified by Microsoft as capable of expanding outside of their existing market. This business is a software development company that operates in California and focuses on service management applications. This meeting was very interesting as the business was located in California and has a very thorough understanding of the Canadian marketplace. This business expressed a strong interest in opening a technical office in 2016-17 to support their growth in North America. Very candid conversations were held regarding the potential economic impact of an expansion of their business into St. Albert. Promotional materials were presented to the company’s ownership and conversations focuses primarily on relationships, labour force, market potential, market accessibility, etc. The owner was excited to receive information on St. Albert’s role in the Smart City Alliance as well as the scope of the Alliance relative to the province. This meeting ended with an invitation to attend the Smart City Symposium which would allow this business to gauge interest in doing business in the technology arena in Alberta. The City of St. Albert will continue to discuss potential market opportunities and explore partnerships on behalf of this business. This business is very eager to understand the market conditions that exist in Alberta for their service and will continue to engage in discussions with the City and the Smart City Alliance.

INTELLIGENCE GATHERED: Business Intelligence: Project: Technical office Project Location: USA & Canada Timeframe: 2016-2018 Key Drivers for Expansion: New market entry


2. Identify market opportunities 3. Connect w. relevant alliance members 4. Continue dialogue around attendance at Smart City Symposium 5. Introduce and liaise with potential partners.


COMPANY SUMMARY:

City: Billingham Country: United Kingdom

Year Established: 2008 # of Employees: 26-50 Industry: Software & Applications Produce: Intelligent transport systems Revenue: 3-5 million

Description: Founded in 2008 and headquartered in Billingham, UK, this company is a software systems provider for critical infrastructure systems. The company employs 30 people and generates revenues of $5 million.

MEETING SUMMARY: City of St. Albert and the Alberta Council of Technologies met with this English company at the Smart City Global Expo in Barcelona Spain. This company is a software systems provider for critical infrastructure projects. The company is looking to establish sales & support offices in Alberta to better capitalize on opportunities within the Transportation and Oil & Gas sectors. This company’s interest in expanding into the Capital Region is predominately based on access to market. Alberta has been on radar for this business for an extended period of time as they view the region as a hotbed for activity and view their service as a missing piece of managing large capital projects in the province. A promotional package was provided during the meeting and discussions focused on expansion possibilities, potential partnerships, market development support, etc. Of particular interest was the availability of on ground support during the expansion process. At this point the Smart City Alliance was discussed in great detail as well as potential partnerships that potentially could be created from relationships with St. Albert businesses. This meeting was promising; they viewed St. Alberts approach to business development as refreshing and saw real opportunities for expansion and collaboration in the future. An invitation to attend the 2016 Smart City Symposium was extended as an opportunity to engage the provincial business community and kick start their expansion plans.

INTELLIGENCE GATHERED: Business Intelligence: Project: Support office Project Location: USA & Canada Timeframe: 2017-2018 Key Drivers for Expansion: New market entry


2. Identify market opportunities 3. Connect w/ relevant Alliance members 4. Continue to encourage attendance of Smart City Symposium 5. Introduce potential partners in St. Albert


COMPANY SUMMARY: City: Paris Country: France

Year Established: 2011 # of Employees: 11-25 Industry: Software & Applications Produce: Data transformation services Revenue: Confidential

Description: Founded in 2011 and headquartered in Paris, France, this company is a cloud-based SaaS company specializing in transforming large amounts of data into application software & innovative services. Its core product offerings include data smart collection, fast preparation and translation from a multi-cloud approach.

MEETING SUMMARY: City of St. Albert met with this software developer at the Smarty City Global Expo in Barcelona Spain. This French business based in Paris is a cloud based SaaS company specializing in transforming large amounts of data into application software & innovative services. Its core product offerings include data collection, fast preparation and translation from a multi-cloud approach. This particular has a very serious interest in expanding into Alberta primarily due to its competition. They would like to open several sales & service offices throughout Ontario, Quebec, and the Western Provinces. Upon meeting the owner of this business it was apparent that the product they offer is of significant value. The City was able to provide a detailed overview of the Smart City Alliance and its membership as well as promote the business ecosystem that exists in St. Albert. The vision for the City’s Smart City Master Plan was of interest to this business as St. Albert is geographically within striking distance of their closest competitor. It was the owners assertion that they would be thrilled to be located in a community which had a focus on open data within such a close proximity to their competition. The owner mentioned they would like to begin Western Canadian expansion in the next 12 to 18 months and an invitation to attend the Smart City Symposium was extended. This opportunity would allow this business to showcase their services to the Alliance as well as acclimate themselves to the province of Alberta and its business environment around technology and data. This meeting was a success; the business owner is very interested in further discussions around expansion into our market. In addition to expansion it was uncovered that this particular technology could be of significant value to our own community as we potentially adopt and implement the Smart City Master Plan.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales & Service Office Project Location: Canada (Ontario, Quebec or Western Provinces)

Timeframe: 12 to 18 months Key Drivers for Expansion: New market entry and Signing of first Canadian Client (need to be in proximity to service)


2. Identify market opportunities 3. Connect w/ Alliance members 4. Introduce and liaise with potential partners 5. Continue dialogue around attendance at 2016 Smart City Symposium 6. Continue conversation with IT Department around embedding technology


COMPANY SUMMARY:

City: London Country: United Kingdom

Year Established: 2009 # of Employees: 26-50 Industry: Energy & Utilities Produce: Flooring technology Revenue: 1-3 million

Description: Founded in 2009 and headquartered in London, UK, this company is a clean tech company specializing in the manufacture of flooring technology. The company employs 27 people and generates revenues of $2 million.

MEETING SUMMARY: City of St. Albert, City of Edmonton, and the Alberta Trade Commissioner from the Canadian Consulate met with this English company in London. The company is a clean tech company specializing in the manufacture of flooring technology. The meeting was very interesting as this company has had some early success in demonstrating the capabilities of their projects on a global stage. The mission team was able to meet with a senior official from the company who was eager to learn about the potential business supports and market opportunities in Canada. Our group promoted Alberta as a whole with special consideration paid to City of St. Albert and City of Edmonton as leading edge in this realm. The company is presently undertaking expansion into the Middle East as well as South America and is looking to grow their business into Canada. The way they have typically expanded in previous attempts has been through the use of pilot projects in which they are able to demonstrate their products function and value. The City of St. Albert was able to discuss our promotional package with which the mission team was able to demonstrate the City’s desirability as an agile partner community with the ability to help develop a market and potentially find an interesting pilot. The company’s desire is to establish a sales office in Canada by 2017-2018 and is looking to make a splash as it enters. The meeting would be deemed a success; the company would like to continue discussing potential methods of market entry with the City of St. Albert. Economic Development staff has already reached out and has been working diligently with St. Albert businesses/developers to address a potential pilot project. As mentioned the Alberta Trade Commissioner joined the delegation on this business visit and has a keen interest in advancing this relationship forward.

INTELLIGENCE GATHERED: Business Intelligence: Project: Sales Office Project Location: USA & Canada Timeframe: 2017-2018 Key Drivers for Expansion: New market entry, high potential in North America

ADDITIONAL INFORMATION: NEXT STEPS: 1.Continue follow up conversations

2. Identify and connect potential pilot opportunities 3. Identify and connect market dev. opportunities 4. Invite to Smart City Symposium as a Showcase opp. 5. Introduce and Liaise w/ Venture Capitalists


COMPANY SUMMARY: City: Amsterdam Country: Netherlands

Year Established: 2014 # of Employees: 1-10 Industry: Real Estate & Const. Produce: Energy producing light-tinted window Revenue: Pre-revenue

Description: Founded in 2014 and based in Amsterdam, Netherlands, this company develops an energy producing light-tinted window that generates electricity by combining three existing technologies in one integrated system.

MEETING SUMMARY: This Dutch green construction company met with the City of St. Albert at the Delft Business Incubator (YES!Delft) in Delft, Netherlands. Defined as a start-up company which is looking for market entry opportunities in Canada. The focus on the meeting was primarily around the possible market place in St. Albert and greater Capital Region. They were particularly interested in the Capital Region for market entry due to the incredible housing and commercial construction growth that has been taking place over the last decade. St. Albert provided a package of promotional materials outlining our Smart City initiative as well as information on housing starts, construction data, land availability, business support, etc. As this company creates a product which generates solar energy, they were intrigued with the Smart City initiative. Economic Development discussed at length the different types of business support the City offers by way of NABI and the City’s proposed Business Incubation Strategy. Also of extreme interest to them was the venture capital that could be accessed through the various private investors who are working with Economic Development. The owners were also very interested in the group of developers and builders in St. Albert who may have interest in applying their technology into a project and/or development. This company is pre-revenue and has recently obtained a patent and formed a board of directors, which has advised them Canada is the desirable market entry opportunity in North America. The meeting was very successful and Economic Development has followed up with several developers and investors upon return from the mission. PowerWindow indicated a strong desire to continue working with Economic Development in 2016 to formalize any possible entry opportunities.

INTELLIGENCE GATHERED: Business Intelligence: Project: N/A Project Location: North America/Asia Timeframe: 2016 Key Drivers for Expansion: Undisclosed

ADDITIONAL INFORMATION: NEXT STEPS: 1. Follow Up Conversations

2. Identify pilot opportunities 3. Identify and connect market development opportunities 4. Connect w/ local developers/builders 5. Invite to Smart City Symposium 6. Provide showcase opportunities in St. Albert 7. Introduce and Liaise w/ Venture Capital



Year Established: 2011 # of Employees: 11-25 Industry: Telecommunications Produce: Wireless Traffic Monitoring Revenue: Confidential

Description: Founded in 2011, this company provides smart vehicle detection solutions for traffic management based on wireless magnetometer sensors placed on roads and urban areas. The sensors can be deployed in strategic locations for vehicle counting, classification and speed detection in temporary or permanent stations.

MEETING SUMMARY: City of St. Albert staff met with this Spanish traffic solutions company at the Smart City Global Expo in Barcelona, Spain. This business provides smart vehicle detection solutions for traffic management based on wireless magnetometer sensors placed on roads and urban areas. The sensors can be deployed in strategic locations for vehicle counting, classification and speed detections in temporary or permanent stations. This business was very keen to learn about the Capital Region, City of St. Albert, and the Smart City Alliance. An informational package was provided and conversations around future expansion led into details being provided specific to regulatory environments, network capabilities, potential partnerships, labour force, etc. This business is having incredible growth in Europe right now and is looking at the Canadian market as a soft landing place relative to the United States. Venture capital is not a requirement of this business; however relationships and assistance in market development were viewed as critical pieces to future expansion. An offer to attend the 2016 Smart City Symposium has been extended as an opportunity to experience first hand the business environment relative to technology in Alberta. This opportunity will also allow them to meet in person potential partners who will help them explore market expansion. This meeting was successful in that the business is very intent on learning more about St. Albert and the different types of support the City can offer moving forward. Follow up conversations have begun and the City will be exploring potential pilot projects for this technology.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership & Regional Interest Project Location: Canada Timeframe: 2020 Key Drivers for Expansion: New market expansion


2. Identify pilot projects 3. Identify market development partnerships 4. Continue dialogue around attendance at Smart City Symposium 5. Connect with relevant Alliance members


COMPANY SUMMARY: City: Rotterdam Country: Netherlands

Year Established: 2005 # of Employees: 11-25 Industry: Manufacturing (Corp & Indust) Produce: Optimal fiber reinforcement Revenue: 1-3 million

Description: Founded in 2005 and based in Rotterdam, Netherlands, this company specializes in optimal fiber reinforcement for elastomer products. It employs 11 people and generates annual revenues of approximately $2 million.

MEETING SUMMARY: City of St. Albert Economic Development staff held discussions with this Dutch company who specializes in optimal fiber reinforcement for elastomer products. This business has a serious interest in expanding into Alberta, however, at the time of the City’s discussions had not determined a timeline on such expansion. As this business is primarily in the manufacturing and Oil & Gas sectors they had a significant knowledge of the Capital Region in advance of the conversations. Their expansion strategy revolves around an educated labour force and close proximity to potential clients. A promotional package was provided and an in depth conversation took place regarding those specific expansion requirements. City staff was encouraged in the fact the company seemed to believe St. Albert was precisely the type of market where expansion would be successful. Conversation shifted somewhat to the state of the Oil 7 Gas sector in Alberta presently but the owner was bullish on the prospect of a strengthened manufacturing sector. As this company has revenues of approx. $2 million they expected they would likely need to have access to capital to help them transition into a new market. Economic Development provided the business with an overview of the business support services offered in St. Albert inclusive of the City’s ability to engage in market development and act as a business liaison during the follow up conversations. This meeting went very well, with the companies expressed interest in our region due to its proximity to market as well as the expressed satisfaction with the City’s support services. The owner expressed a strong desire to remain in contact throughout the next year while he/she has a chance to review the submitted promotional materials and assess the current economic environment.

INTELLIGENCE GATHERED: Business Intelligence: Project: Partnership for tech support & maintenance Project Location: North America Timeframe: Undetermined Key Drivers for Expansion: Proximity to clients

ADDITIONAL INFORMATION: NEXT STEPS: 1. Extend invitation to attend Smart City Symposium

2. Continue follow up dialogue 3. Identify and connect potential market/partners 4. Connect w/ potential Venture Capitalists 5. Connect w/ Alliance members


COMPANY SUMMARY: City: Madrid Country: Spain

Year Established: 1924 # of Employees: 10,000+ Industry: Telecommunications Produce: Telecommunications Revenue: Over 25 Billion

Description: Founded in 1924 and headquartered in Madrid, Spain, this company is a broadband and telecommunications provider. The company has operations globally and is one of the largest telephone and mobile network providers in the world, employing over 120,000 people and generating revenues of $55 billion.

MEETING SUMMARY: City of St. Albert and Smart City Alliance representatives met with this Spanish based, global telecommunications company in Barcelona at the Smart City Global Expo. This company is a broadband and telecommunications provider which operates globally and is one of the largest network providers in the world. This particular meeting was focused on Canadian market entry and the province of Alberta as an entry point. As the City of St. Albert is a founding member of the Smart City Alliance the meeting was very much focused on St. Albert as being the entry point into Alberta. Promotional material regarding St. Albert as an entry point was provided and conversations were focused on market regulations, potential partnerships with existing telecom companies, etc. One specific point of focus that raised St. Alberts profile substantially and led to lengthy discussion was the concept of “Smart City” and the importance of St. Albert being seen as a thought leader in Canada. The meeting participants were eager to learn more details regarding the potential for St. Alberts Smart City Master Plan. This business is looking to establish a support office to support new region entry and this meeting was viewed as a positive first step in creating a line of communication on future expansion. This meeting a very eventful, this business was the largest in size the delegation met with throughout the entire mission. The long reaching potential of this interaction could lead to significant things for St. Albert. Follow up dialogue has taken place and City staff will continue to work with this business to ensure this potential partnership develops further.

INTELLIGENCE GATHERED: Business Intelligence: Project: Support office Project Location: Canada Timeframe: 2017-2018 Key Drivers for Expansion: New region entry, supporting Smart City initiatives


2. Introduce and liaise with local telecoms to create lines of communication 3. Connect w/ relevant Smart City Alliance members 4. Identify pilot opportunities 5. Invite to Smart City Symposium

Attachment 2

INTELLIGENCE REPORT SMART CITY INVESTMENT & INTELLIGENCE MISSION

Background From a St. Albert perspective, there were two key objectives for the 2015 European Mission – Investment and Intelligence. This report focuses on the Intelligence objective, as while the Economic Development team was primarily interested in the business opportunities, Information Technology / Smart City personnel sought out contacts and information directly applicable to the development of the Smart City Master Plan and practical technologies that could be applied to St. Albert’s current and future requirements. Summary of Key Intelligence Activities During the course of the Mission, Administration engaged in a variety of intelligence related activities, including: Direct Meetings with Other Municipalities and Best Practice Site Tours

o Some of the best value arises from comparing and trading best

practices with people and cities facing similar challenges. The Smart City delegation had the opportunity to meet directly with several municipal leaders from the cities of London, Nice, Munich, and Barcelona, in addition to many others in a less formal context.

o Highlights included meeting with key officials in each community to discuss their application of various technologies, including benefits, costs, implementation approaches, and key industry partners.

o During visits, the delegation also toured and tested Smart applications – such as viewing building control systems, Smart operations control centres, innovation centres, car sharing fleet structures, living walls, sensor array technologies, boardrooms with tele-presence and other collaboration tools, development visualizations, responsive customer service kiosks, Smart City planning frameworks, and much more.

o In Barcelona, the team also met with ACCIÓ, the Catalonia Agency for Business Competitiveness, who provided the team with a briefing on business development strategies, a visit to an internet of things start-up company located on the university campus, and a walking tour of

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Attachment 2

technology integrations in the Passeig de Gràcia district. These technologies included:

Bus shelters with interactive wayfinding systems and solar mobile phone chargers;

WiFi and sensor aggregation systems mounted on LED street lighting;

Taxis with electric drive trains; Electric bicycle charging stations; Sensors in garbage and recycling bins; Pedal/electric powered small delivery vehicles for merchants; Traffic and parking sensors; and Textured street surfaces that provide tactile guidance for visually

impaired people; o A delegation from Montreal attended the same briefings and tour by

ACCIÓ, resulting in the exchange of contact information and future follow-up.

o An example of a valuable unscheduled meeting was with officials from Kansas City, who had a trade show presence and provided a briefing on the impact that gigabit broadband networking is having on their efforts to diversify their economy and attract new investment. Kansas City was among the first U.S. cities to widely install gigabit fibre optic networks throughout. Kansas City now hosts an annual conference on the impact of broadband networks called Gigabit City Summit.

o These conversations informed St. Albert’s planning efforts, improved Administrative knowledge, fostered the community’s image and reputation, and supported the City’s ongoing connections and position within an international knowledge network.

Direct Meetings with Technology Companies, Academics, and Others

o In addition to municipal contacts, the delegation met with many

businesses, academic institutions, innovation centre officials, and thought leaders to gather Smart City intelligence and form personal connections. Some of the most interesting meetings included:

o tours of small companies with new innovative technologies (mentioned in more detail within the Mission’s “Investment Report”);

o discussions with researchers from Harvard, Cambridge, Munich, and Nice Universities on the trends of Smart Cities and how cities can and should collaborate; and

o tours of Siemens Crystal innovation centre, City of Nice’s Smart operations and innovation centres, and various municipal facilities with Smart City technology integrations.

o Again, these reviews and conversations informed St. Albert’s planning efforts, improved Administrative knowledge, fostered the community’s image and reputation, and supported the City’s ongoing connections and position within an international knowledge network.

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Attachment 2

Smart City Expo / Trade Show Meetings and Demonstrations

o The massive Smart City Expo is the largest in the world (upwards of 13,000 visitors, 400 technology and other related companies, 500 cities and 400 thought leaders). The theme of the 2015 Smart City Expo World Congress was "Join the Urban Innovation", which speaks to the application of innovative technologies and ideas to the transformation of the worlds urban centres.

o During the Expo, the delegation connected with hundreds of companies and booth presenters to review their products and discuss their perspectives on local Smart City applications. Some technology vendors offered innovative products not yet widely adopted in North America.

o In addition to direct discussions, the delegation participated in site tours, pavilion demonstrations, an open innovation marketplace and a massive ‘smart demonstration plaza’. These featured real examples of technology applications, and enabled the delegation to directly engage and sample the various solutions.

Smart City Global Congress Keynotes and Plenary Sessions

o The Global Congress was fascinating, with keynotes and plenary

presentations by internationally recognized speakers. This offered the opportunity to better understand the global Smart Cities market, hear new case studies, concepts, policy, or social innovations, and to network and collaborate with municipal, academic, and industry Smart City leaders from across the world. The hundreds of topics are referenced within Attachments 3 and 4, for information.

o The delegation endeavoured to learn as much as possible during the intensive three-day conference, often heading in different directions to avoid overlap, although the most interesting vendors often merited visits by other team members.

o The following are descriptions of the conference streams: a) Governance

Cities are currently facing enormous challenges: aging population, increasing urbanization, environmental impacts and resource constraints. The use of technology helps to promote good governance, by enhancing transparency and accountability through open data, using online platforms and real time data. Partnerships and bottom up approaches are the key strategies in achieving sustainable cities, economic growth and better services to citizens.

b) Mobility The development of new technologies applied to all means of transportation, the integration of services, the availability of real time data, and shared services can help to improve the

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Attachment 2

management of citizen’s mobility and freight within our cities, to reduce traffic and CO2 emissions. Besides, city planning focused on private vehicles is being reoriented into a more adapted city for pedestrians, bicycles and public transportation.

c) Sustainability World population growth, the consumption of the limited natural resources and the production of energy that our cities need impose great environmental challenges. A new urban model, developing a more intelligent and sustainable way of living in our cities is urgently required, where all kinds of green areas, public spaces and urban services are integrated.

d) Technology The impact of new technologies has substantially changed our everyday life in many aspects as mobility, energy, environment, social networks and governance. This is a great opportunity to change how cities are managed and operated, promoting social and economic development. All citizens should benefit from these improvements, which ought to be accessible for everybody.

e) Innovation and Startups Startups are pushing hard to disrupt the Smart City industry, pushing the boundaries of innovation with new products and services that are redesigning life in cities and enhancing the wellbeing of citizens. What kind of solutions are these emerging companies proposing? What is their role in the market? How are governments, transport companies or big energy corporations working with them to bring innovation to cities around the world?

f) Circular Economy The circular economy is a generic term for an industrial economy that is producing no waste and pollution, by design or intention, and in which material flows are of two types, biological nutrients, designed to reenter the biosphere safely, and technical nutrients, which are designed to circulate at high quality in the production system without entering the biosphere (definition from Wikipedia).

Observations on Key Themes from Mission Activities A summary of some of the key themes from the Mission, and observations on each made by the delegation, is provided below. Sensors and Internet of Things (IoT)

o European and Asian cities have greater density and have encountered the

requirement for collecting environmental data earlier than in North America. The requirement to know what is going on within cities has led to the deployment of a wide variety of sensors, including sensors for:

• water (quantity, quality, storm flows, etc.);

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• Air quality and weather; • Noise levels; • Light and solar intensity; • Soil conditions; • Parking; • Traffic; and • Waste and recycling bins (fill level, temperature, biological activity)

o In Barcelona, a tour was provided that illustrated the numerous sensors and data aggregation mechanisms employed. It was remarkable to the team how much useful data is being collected, while the sensors remain unobtrusive and respectful of the privacy of citizens. There are direct applications of these types of technologies for St. Albert.

o Key developments in sensors and IoT included new standards for wireless transmission and companies offering rugged and modular data collection devices that can be used for a variety of sensor types.

o This topic will be referenced within St. Albert’s Smart City Master Plan.

• Data and Visualizations

o As cities collect increasing amounts of data, requirements for data aggregation, storage, and analysis also increase. The team met with vendors offering solutions in all of these areas. The provision of city-data to the public using open data initiatives was ubiquitous in Europe and is increasingly being adopted in North America.

o Key developments in data included technology giants like IBM, Microsoft, and Cisco offering cloud-hosted standard data aggregation systems that can be used with pre-configured sensors, easing the implementation efforts of cities. Barcelona uses an open source solution developed in cooperation with academia. In the field of open data, the team saw demonstrations of a portal product designed to simplify the consumption of open data by third party applications.


• Living Lab Development

o The team met with officials from Nice (France) and Dublin (Ireland) specifically on their efforts to become demonstration sites or “living labs”. In Dublin, Intel has announced a $5B USD investment to make the city one of the most densely sensed in the world. Intel is developing a standardized sensor platform called “Quark”, which is a sensor gateway capable of connecting up to six sensors. The Dublin sensor network will concentrate on air quality and noise levels and will correlate with real time traffic data.


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Mobility / Transportation Systems

o Transportation is one of the biggest challenges faced by most cities, and the team saw a large number of vendors offering solutions intended to improve the efficiency, management, and reduce the environmental impacts of moving people and goods. Among the offerings were:

• Bicycle sharing systems • Automobile sharing systems • Traffic and parking sensors • Electric vehicle charging systems • Autonomous “last mile” transit systems • Rail technologies • Autonomous and connected vehicles • Aerial drones used for remote sensing

o The team also visited with officials from Transport for London – one of the largest transit authorities in the world, and a leader in Smart transportation and data applications. Conversations regarding non-contact payment technology, customer analytics, open data provision, and digital information screens were particularly relevant.

o Many of these topics will be referenced within St. Albert’s Smart City Master Plan.

Micro-Generation and Carbon Reduction

o A number of vendors are offering or prototyping unconventional small

scale electrical generation systems, including: • Solar cells to power distributed city infrastructure such as cell

phone charging stations in bus shelters • Refractive window films that generate power • Flooring tiles that generate power and business intelligence

from pedestrian movement o In addition, many cities are moving into solar energy generation, and

beginning to favour electric power over more traditional fuel sources. o As the implications of climate change have begun to drive carbon

reduction targets, cities are interested in ways of tracking their overall carbon emissions, both from city-owned infrastructure and other sources, including buildings and transportation systems.

o One of the solutions the team viewed was from Siemens, a maker of building environmental control systems that has created a cloud-hosted carbon tracking system called the City Performance Tool (CyPT). The tool was designed to track the carbon emissions of a city over many years and make predictions about carbon reduction targets based upon reduction strategies. The team met with the designer of the tool to discuss applicability to small or mid-sized cities. While the current version of the tool involves intensive data collection and processing requirements only

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suitable for large cities, a less demanding version for mid-sized cities is planned.

o This topic will be referenced within St. Albert’s Smart City Master Plan. Broadband and WiFi Connectivity

o All team members noted the ubiquity of broadband and WiFi in European

and Asian cities. In addition, the lower cost of cellular data plans encouraged consumers in these areas to sever their “landline” connections.

o One interesting presentation from New York City showcased plans to replace 11,000 pay phones with the world’s first gigabit public secure WiFi service. The NYC hardware will be a multi-purpose kiosk including a wayfinding screen, mobile phone charger, 911 service and WiFi.

o The team was dismayed though to learn the implications of unsecured public WiFi, as one team member had his bank account cleaned out after using an unsecured WiFi connection.


Adaptive Lighting Controls

o A vendor demonstrated a centralized control system for the sensing and control of lighting in public spaces (ex: roads, plazas, sports fields) and inside buildings. The system could be set to automatically control lights based upon movement, schedules, light level or manual control. Inoperable lights would result in notification. The goal of the system is to improve energy efficiency and reduce administrative effort.

o This topic will be referenced within St. Albert’s Smart City Master Plan. Intelligent Operations and Innovation Centres

o The use of intelligent operations centres for cities is growing, with many

companies entering the market. For example, team members received a demo of the IBM Smart Operations Centre, which is designed to integrate and visualize sensor data on large map displays to coordinate incident and emergency management. In Nice, the City uses similar technology to operate its own functional operations centre, coordinating multiple civic functions from one central location.

o The Siemens Crystal in London served as a good physical example of a private innovation centre that showcases the many applications available for Smart Cities. From living walls, to energy conservation, to advanced data analytics and prediction, the Crystal had it all. The Nice Innovation Centre was another excellent example for St. Albert, showcasing a

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collaboration between the municipality, academic institutions, and technology companies. The users partnered to provide a dynamic collaborative space with real-time data visualizations, sensor integrations, academic labs, business incubation capacity, and more.

o This topic will be referenced within St. Albert’s Smart City Master Plan. Administrative Conclusions Following the Mission, Administration made the following conclusions: Like all technologies, Smart City technologies have little value unless applied to

the specific needs and goals of a community. Smart City technology can be viewed as an enabler, or building blocks that when operated or assembled correctly, create systems capable of improving the capabilities and efficiency of cities - and ultimately improving the lives of residents, businesses, and visitors. St. Albert has taken this approach, and it was validated through the Mission.

From an intelligence gathering perspective, the Smart City Expo was without equal, due to the sheer size and the quality and diversity of participants. Even with four team members, it was not possible to attend all conference streams or even meet with all of the vendors. Nonetheless, a good cross section was sampled and follow-up efforts will take place to pursue opportunities and technologies that are identified as addressing specific requirements within the Smart City Master Plan, the next revision of the Information Technology Long Term Plan, the Economic Development Master Plan, and various other City plans and strategies.

All team members deemed Smart City Expo to be the best possible conference of its type, and good value, given that the cost of going to Barcelona was comparable and perhaps less expensive than much smaller conferences of this type within North America. It is believed that the City should consider a regular presence at the event.

It is clear that, while relatively new, Smart City is a massive and growing market, and most cities in the world are or will be pivoting in this direction. Thousands of companies are also developing systems, infrastructure, etc. focused on the Smart City / urban market. There are also many useable Smart City applications currently on the market that could be incorporated into aspects of St. Albert’s operations.

It became evident that the City of St. Albert is indeed well positioned to become a Smart City centre of excellence from a Canadian perspective, particularly for mid-sized cities. When the team shared St. Albert’s own Smart City Master Plan concepts, an overwhelmingly positive response was received and many praised the City’s approach as progressive and comprehensive. This included the stakeholder engagement approach, the projects that St. Albert has already completed, and that the Master Plan will serve as a dynamic resource for St. Albert and many others into the future. Many contacts were very interested in using St. Albert’s plan as a template for their own future reviews.

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Follow Up / Next Steps Upon return to St. Albert, Administration begun follow-up activities with many of the contacts made during the Mission, and key activities related to St. Albert’s own efforts. Some of the action items to be undertaken moving forward include but are not limited to:

1. Review outcomes with Smart City Steering Committee and integrate Smart City learnings into the draft Smart City Master Plan and other strategies

o The key action to be completed following the Mission is a review of outcomes with members of St. Albert’s Smart City Steering Committee, and the inclusion of intelligence into the Master Plan itself. This is already underway, in preparation for the Plan’s presentation to Council in April 2016.

o In addition, the intelligence will serve as a key input into other future strategies, such as the Economic Development Master Plan, Information Technology Long Term Department Plan, and more.

2. Connect with Smart City Alliance partners and review outcomes with the

executive committee o On January 29, 2016, Administration officials met with the executive

committee of the Smart City Alliance to discuss Mission outcomes and next steps. The Alliance was pleased with the result of the Mission and supported speaking engagements and events to showcase findings.

3. Share St. Albert’s experience and learnings with others

o As part of its attendance, St. Albert committed to share its findings and experiences with Smart City Alliance members and others across Alberta. This includes providing Mission information updates on the Smart City Alliance website, St. Albert’s Smart City website, and responding to speaking invitations.

o To date, St. Albert has participated in presentations at a technology industry event (2015 Creativity and Convergence Conference), has been selected to serve as a featured presenter at a provincial Smart City event (2016 Alberta Smart City Symposium), and has been invited to present St. Albert’s efforts at a national Smart City event in Toronto, plus an international event in Korea – note that these invitations are under review pending information on costs.

4. Evaluate quick / low cost pilot opportunities o Pending Council’s support of the Smart City Master Plan, Administration

would like to re-engage various companies to pilot test a variety of low cost solutions, particularly in the areas of sensor devices, open data systems, and IOT management. Discussions with companies met during the Mission have already commenced, as well as specific cities that Administration would like to re-connect with, with more detailed discussions pending Smart City direction and staff capacity.

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KEYNOTE9:3010:15

SMART CITIES TOWARDS URBAN INNOVATION

AUDITORIUM

Plenary Session10:1511:15

How governance must change to enable the smart city?

AUDITORIUM

11:1511:45

BREAK

Parallel Sessions11:4513:00

Cities transitioning to a Circular Economy

ROOM 1

Managing growth, regeneration and renewal of cities

ROOM 2

Thinking strategically about urban innovation

ROOM 3

Innovative platforms for multi-stakeholder processes to foster sustainable cities

ROOM 4

Financing urban infrastructures towards a smart and sustainable city by BID

ROOM 6

13:0014:15

LUNCH BREAK


Co-creation: harnessing the talent of citizens for urban innovation

ROOM 1

Developing resilient cities ROOM 6

Developing Innovative Public Procurement Practices

ROOM 3

Co-production and interoperability to nurture city collaboration

ROOM 4

Strategies for developing successful integrated transport services

ROOM 5

Sustainable transformation to co-create smart districts

ROOM 2

15:3015:45

BREAK


How can we achieve more resilient and sustainable cities?

AUDITORIUM

16:4517:00

BREAK


Implementing more sustainable urban mobility patterns

AUDITORIUM

Dialogue Sessions18:0018:45

Rethinking Urban Mobility AUDITORIUM

KEYNOTE9:3010:00

BETH SIMONE NOVECK: SMART CITIZENS, SMARTER CITIES

AUDITORIUM


How citizen engagement, collaboration and partnerships are reshaping cities?

AUDITORIUM

11:0011:30

BREAK


Open data solutions for social challenges

ROOM 1

Sustainable cities and innovative urban planning

ROOM 2

Innovative financial instruments enabling city transformation

ROOM 3

Big data, data analysis and visualization for decision making in cities

ROOM 4

Strategic projects underpinning urban transformation

ROOM 5

Raising resources and creating platforms to develop more equitable cities

ROOM 6

12:4513:45

LUNCH BREAK


Solutions for participatory and inclusive cities

ROOM 1

Solutions for sustainable urban living ROOM 2

Strategic and innovative management of key urban services

ROOM 3

New startups who are disrupting the smart cities by 4YFN

ROOM 4

New approaches to traffic management

ROOM 5

Solving problems through open data by World Bank

ROOM 6


Prioritizing equity in new urban policies ROOM 1

Tracking and tackling climate change ROOM 2

Habitat III – Together towards a New Urban Agenda

ROOM 3

Privacy in the Smart City ROOM 4

Citizens at the core of sustainable urban development

ROOM 5

How cities promote and foster innovation, leveraging IoT and data by Future Cities Catapult

ROOM 6

16:1516:30

BREAK

KEYNOTE16:3017:00

EDWARD GLAESER: “THE GENIUS OF CITIES”

AUDITORIUM


More equitable cities with better quality of life

AUDITORIUM


Better Cities Through Data ROOM 4

18:3019:30

World Smart Cities Award’s Ceremony + Smart Party

AUDITORIUM

CONGRESS PROGRAM

Society TechnologySustainability

Governance Innovation & Startups Mobility

Keynote WorkshopDialogue

Closing date for this program 16th November 2015. View updated program at the Congress Area.

TUESDAY, NOVEMBER 17th WEDNESDAY, NOVEMBER 18Th

Attachment 3

KEYNOTE9:3010:00

PANKAJ GHEMAWAT: “GLOBAL CITIES: A NEW APPROACH – AND APPLICATIONS”

AUDITORIUM


Technological challenges for urban development

AUDITORIUM

11:0011:30

BREAK


Democratic forms of participation and platforms to engage and empower citizens

ROOM 1

Fostering urban livability and resilience ROOM 2

City standards and indicators spreading smart cities

ROOM 3

Solutions connecting urban & data ROOM 4

Building the next generation of the Internet of Things

ROOM 5

Strategies for reducing energy demand and to improve energy efficiency

ROOM 6

12:4513:45

LUNCH BREAK

Parallel Sessions13:45 15:00

Technology-driven tools and services for social well-being and aging populations

ROOM 1

Alternative energy sources and innovative energy

ROOM 2

Solutions to improve urban governance ROOM 3

How startups are innovating cities by 4YFN

ROOM 4

Data solutions to improve urban mobility

ROOM 5

Urban Platforms – connecting the data and the dots within cities by EIP

ROOM 6

ThURSDAY, NOVEMBER 19Th

CONGRESS PROGRAM


Living labs and social entrepreneurship ROOM 1

Smart technologies fostering public safety and creating safe cities

ROOM 2

PPPP and strategic partnerships to foster smart cities

ROOM 3

4YFN Awards Smart Cities Edition Final ROOM 4

Mobility as a service ROOM 5

Local and regional policies for smart communities

ROOM 6

16:1516:30

BREAK

KEYNOTE16:3017:00

JULIANA ROTICH: “INNOVATION, OPPORTUNITY AND POSSIBILITY: PLATFORMS, COMMUNITY AND TECHNOLOGY”

AUDITORIUM


Public Private Partnership strategies in smart cities

AUDITORIUM

Society TechnologySustainability

Governance Innovation & Startups Mobility

Keynote WorkshopDialogue

Closing date for this program 16th November 2015. View updated program at the Congress Area.

Attachment 3

A-198 A-196 A-190 A-186 A-184

F-683 F-681 F-679F-691 F-689 F-687 F-685 F-675 F-673 F-671 F-669 F-667 F-659 F-639 F-637 F-635 F-633 F-631 F-629 F-611 F-609 F-607 F-605 F-603 F-601 E-500

E-501

E-502

A-98

F-621 F-619 F-617F-647F-651 F-641F-643 F-625F-627F-657 F-655 F-653 E-517

A-180 A-178 A-176 A-174 A-172 A-170 A-164 A-160 A-158 A-156 A-154 A-150 A-148 A-146 A-144 A-140 A-138 A-116 A-114 A-112 A-108 A-106 A-104 A-102 A-100A-136 A-134 A-132 A-130 A-128 A-124

A-103 A-101

B-204 B-202

A-168 A-166

B-280 B-276 B-264 B-248 RAILCORNER B-214

B-247

C-346

B-292B-312 B-300B-308 B-304 B-296 B-258 B-256 B-236 B-232 B-226 B-224 B-212 B-208

C-374 C-366 C-358 C-354 C-338

D-441 D-433 D-425

D-440 D-432 D-424 D-400

D-417 D-409 D-401

C-328 C-300C-322

E-573 E-517

C-382C-390

D-448

D-449

FOOD COURT

SMART CITY PLAZA

MARKETPLACE

B-311

E-587

Y-10Y-11

A-203 A-201

B-318

F-678 F-676 F-672 F-674

E-585

F-677

E-591E-599

F-640F-646 F-600F-604

E-503E-505

F-668F-670

E-581

F-654F-658

E-557

F-648F-652

E-549 E-541

F-528F-530

E-535

F-624F-626

E-533

F-608F-612

E-509E-565

F-664

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ENTRANCE

Y-12Y-13Y-14Y-15Y-16 Y-17

Y-20Y-21Y-22Y-23Y-24Y-25Y-26 Y-27

Y-30Y-31Y-32Y-33Y-34Y-35Y-36 Y-37

Y-40Y-41Y-42Y-43Y-44Y-45Y-46 Y-47

E-617 E-615

F-682 F-680

AUDITORIUM

SPEAKER’SROOM

ROOM 5

ROOM 1 ROOM 2 ROOM 3 ROOM 4

ROOM 6ROOM 7BCNRAIL

CONGRESS AREA

ENTRANCE

B-247

C-346C-358C-354C-338C-328C-300 C-322

SPEAKER’SROOMROOM 1ROOM 2ROOM 3ROOM 4

AUDITORIUM

ROOM 5 ROOM 6 ROOM 7BCNRAIL

CONGRESS AREA

F-683F-681F-679 F-691F-689F-687F-685F-675F-673F-671F-669F-667F-659F-639F-637F-635F-633F-631F-629F-611F-609F-607F-605F-603F-601 F-621F-619F-617 F-647 F-651F-641 F-643F-625 F-627 F-657F-655F-653E-517

F-640 F-646F-600 F-604 F-654 F-658F-648 F-652F-528 F-530F-624 F-626F-608 F-612 F-664E-517

E-503 E-505 E-557E-549E-541E-535E-533E-509 E-565

D-441D-433D-425D-417D-409D-401

D-440D-432D-424D-400

E-500

E-501

E-502MARKETPLACE

FOOD COURT

E-573 E-587E-585E-581

F-674F-668 F-670 F-678F-676F-672 F-677 F-682F-680

E-591 E-599 E-613 E-617E-615

D-449

D-448Y-10 Y-11 Y-20 Y-21Y-12 Y-13 Y-22 Y-23Y-14 Y-15 Y-24 Y-25Y-16 Y-17 Y-26 Y-27

Y-30 Y-31 Y-40 Y-41Y-32 Y-33 Y-42 Y-43Y-34 Y-35 Y-44 Y-45Y-36 Y-37 Y-46 Y-47

C-374C-366 C-382 C-390 B-311

A-198A-196A-190A-186A-184A-180A-178A-176A-174A-172A-170A-168A-166

B-280B-276 B-292 B-312B-300 B-308B-304B-296B-318

A-203A-201A-98

B-204B-202

A-103A-101B-214 B-236 B-232B-226B-224B-212B-208 B-264B-248RAIL

CORNER B-258B-256

A-164A-160A-158A-156A-154A-150A-148A-146A-144A-140A-138A-116A-114A-112A-108A-106A-104A-102A-100 A-136A-134A-132A-130A-128A-124

SMART CITY PLAZA

hALL 2

BCNRAIL & SCEWC EXhIBITORS LIST / 1

Closing date for this map 18th November 2015. View updated map at the Exhibition.

Smart Mobility Exhibitors (BcnRail & SCEWC Mobility)

4crew projects D4499Solutions D425AAbinsula E517Acosta Ingenieros A124Adaptivecity (Familyar) Y43Adevice Y26Adoxio D400Adtel D449Advantech B296Aegean D400Aggaros D449Airbnb -Airport Region Berlin Brandenburg B300Alainsa E581Alchera Technologies C300Allen D400Alstom C354Altran D400Alvarion Technologies C382Amazon Web Services -Amec Urbis F603Amey Local Government C300AMGVF D401Amurrio Ferrocarril y Equipos B226Anagog Y25Applus C322ARC Engineering and Architecture La Salle

E502

Archimed D400Àrea Metropolitana de Barcelona (AMB) C328Area Science Park - Trieste E517Armarios Electricos (Arelsa) E509Armesi Agenzia per l'Innovazione Tecnologica

E517

Arnaiz & Partners F678Aspern Smart City Research GmbH & Co KG

F624

aTicSer D448Atos Worldgrid D401Audi Urban Future Initiative -Authenticitys Y32Autoritat del Transport Metropolità (ATM)

D449

Avanade D400Avancar D448Avepoint D400Ayuntamiento de Valladolid E533BBlack & Veatch C390Bandung E617Bandwagon D409Barcelona CIRCLES E501Başakşehir Living Lab A166BASF A140Bearcat C322Belgorail C322Benito Urban F619Berlin Partner B300BESOS F653

Bestmile F659Bismart D400Bit4id D448Blackmarble D400Blocparc F604Bombardier B248

BreezoMeterC382Y21

Brisa D400Bristol City Council C300Briteyellow A176Buzzstreets Ltd C300CCamera di Comercio di Pistoia A116Cancom D400CartoDB D409Catalonia Smart Drone A098Cavedigital F637CEAM A128Cellint C382Cellnex Telecom E549CGI D400CH2M C390Charlie Social Messenger Y45Checkpoint E615CheetahLabs C382CIC D400CIEMAT F669Circutor F627Cisco Systems C390Citcea-UPC TeknoCEA D449Citi Logik C300Cities Today A108CitizenLab Y40CIT-UPC B304City of Adelaide C390City of Barcelona D448City of Dubai C390City of Espoo D425City of Grenoble D401City of Hamburg C390City of Helsinki D425City of Ilhabela F680City of Kansas C390City of L'Hospitalet de Llobregat B280City of New York D409City of Oulu D425City of Paris D401City of Quito B204City of Rivas Vaciamadrid F648City of Tampere D425City of Turku D425City of Vantaa D425City of Vienna F624City2Gether D401Citybridge D409Citymart D409Cityntel E573Cityway D401Cityzenith B212

CIVIQ Smartscapes E599Clean D417Cleverciti Systems F689CODE3/FirePlan D400Colway Ferroviaria A136Comatelec Schreder D401Connecthings Iberica D448ContextSpace Y22Copa-Data D400Copenhagen Capacity D417CST France A114Ctrl4 Enviro D448CTTC D449

CubicD400C390

Cyberview E613Cyclopolis F609DD4SC Y15Danish Pavilion D417Dassault Systèmes D401Datalong D448Design for Social Change C300Deutsche Telekom C390DFRC F659Digital City Wien Initiative F624Dimenteq D425Diputació de Barcelona C374District of Future (DoF) F653DocWolves D448Doxa D449Drivesmart D400DVTEL F621DWAVE Studio Associato di Ingegneria E517EEasyMile B208EasyonPAD Y16EasyPark D417Ebee Smart Technologies B300Ecobam D448Ecube Labs F635EERA Joint Programme on Smart Cities A180Egnos A160EIP Smart Cities & Communities - Green Digital Charter

F673

EIT Digital F608Eixverd D448Ekorent D425Eliko Competence Centre E573ELT A158Eltam Ein-Hashofet C382Embajada de Suiza - SBH Spain F659Embassy of Spain in India B214Embix D401ENE D448EnerHub Y34Enersis Suisse F659Enevo F640Engie E565Enterprise Estonia E573

StandCompany StandCompany StandCompany

Attachment 4

A-198 A-196 A-190 A-186 A-184


E-501

E-502

A-98

F-621 F-619 F-617F-647F-651 F-641F-643 F-625F-627F-657 F-655 F-653 E-517


A-103 A-101

B-204 B-202

A-168 A-166


B-247

C-346

B-292B-312 B-300B-308 B-304 B-296 B-258 B-256 B-236 B-232 B-226 B-224 B-212 B-208

C-374 C-366 C-358 C-354 C-338

D-441 D-433 D-425

D-440 D-432 D-424 D-400

D-417 D-409 D-401

C-328 C-300C-322

E-573 E-517

C-382C-390

D-448

D-449

FOOD COURT

SMART CITY PLAZA

MARKETPLACE

B-311

E-587

Y-10Y-11

A-203 A-201

B-318

F-678 F-676 F-672 F-674

E-585

F-677

E-591E-599

F-640F-646 F-600F-604

E-503E-505

F-668F-670

E-581

F-654F-658

E-557

F-648F-652

E-549 E-541

F-528F-530

E-535

F-624F-626

E-533

F-608F-612

E-509E-565

F-664

E-613

ENTRANCE

Y-12Y-13Y-14Y-15Y-16 Y-17

Y-20Y-21Y-22Y-23Y-24Y-25Y-26 Y-27

Y-30Y-31Y-32Y-33Y-34Y-35Y-36 Y-37

Y-40Y-41Y-42Y-43Y-44Y-45Y-46 Y-47

E-617 E-615

F-682 F-680

AUDITORIUM

SPEAKER’SROOM

ROOM 5


ROOM 6ROOM 7BCNRAIL

CONGRESS AREA

ENTRANCE

B-247

C-346C-358C-354C-338C-328C-300 C-322


AUDITORIUM


CONGRESS AREA



E-503 E-505 E-557E-549E-541E-535E-533E-509 E-565

D-441D-433D-425D-417D-409D-401

D-440D-432D-424D-400

E-500

E-501

E-502MARKETPLACE

FOOD COURT

E-573 E-587E-585E-581

F-674F-668 F-670 F-678F-676F-672 F-677 F-682F-680

E-591 E-599 E-613 E-617E-615

D-449



C-374C-366 C-382 C-390 B-311

A-198A-196A-190A-186A-184A-180A-178A-176A-174A-172A-170A-168A-166

B-280B-276 B-292 B-312B-300 B-308B-304B-296B-318

A-203A-201A-98

B-204B-202


CORNER B-258B-256


SMART CITY PLAZA

hALL 2



Equilivrium D448Eski̇şehi̇r Tepebaşi Municipality A168ESRI D400ETIC - Smart Cities Innovation Center D400Eurecat D449EUREKA F672Eurotech A132EV Box D409FFAD D448Falconera A146Fama Systems A184FCC Servicios Ciudadanos E587FCG Finnish Consulting Group (mapgets.com)

D425

Ferrocarrils de la Generalitat de Catalunya

D449

Ferrovial Servicios F655Finpro D425Fiware D424Flexeye C300FM&BS E581Fondazione Parco Tecnologico Padano E517Forums Master Y44Forward Unity E517French Pavilion D401Frank Keerl C322FSM Ground Services C382Fujitsu F676Fundación ICIL A130Fundación Metropoli D400Fundación ONCE e ILUNION A172Future City Glasgow C300GGate 21 D417GE D409GEG D401GenCell C382Generalitat de Catalunya D449Genetec D400Geodan D400Geolumen F687Geseme E581GFI D400GHM Eclatec D401Ginsa Out of Home Communication F651GME E581Goldschmidt Thermit GmbH A138Gorgy Timing Spain A156Green with IT B300GreenPriz F604Greenshare E517Gridens Technologies E573Grupo BN E581Gust D409hHabidatum E503Habitat III Conference E591HeadCandy /crisisplan.nl D400

Hebei Normal University E500Hexagon – Intergraph E585HighQ Computerlösungen B300Hi-Park Solutions C382Hitachi D400Hitachi Consulting D417Holophane -Acuity Brands C390Ii2CAT D449IBM E557ICE E517ICEX E535Icomedias D400Iconics D400ICSG Istanbul 2016 A203Idom C322Ikusi F643India Pavilion B214Info Solution E517Ingeteam A154Innodep D400iNovar Y35Instant System F604Intelligent Atlas D449Interempresas A106Intesis D449Iobeam D409Iomniscient D400IOT Labs D449IOTsens E535

IPgalleryC382Y12

IPLAB- Image Processing Lab Univeristà di Catania

E517

iQ PaymentsD425D400

Isia Roma Design E517Israel Export Institute C382Issy Media D401Istanbul Metropolitan Municipality D432Itequia D448Itron D400iWater F671JJCI C390Jerusalem B276JEZ Sistemas Ferroviarios A148KKeyveo D401Kidsy Y13KiwiSecurity C390Km4City RESOLUTE Firenze A186

KnowledgeKubeA112 D400

Korea Internet & Security Agency D433Kyoto F682LLa Celsia C322LeapThought D400Ledmotive D449

Libelium B308LINK Y14Lucknow Municipal Corporation B214Lumine Lighting Solutions D425Lunghezzadonda E517MMaintstar D400Manchester City Council C300Mapita D425MAPP4ALL Y11Masabi C300Mass factory D448Matrix Electrónica F683Mayflower Complete Lighting Control C300Men Mikro Elektronik SAS B202Métropole de Lyon D401Metropolis, World Association Major Metropolises

A196

Metropolregion Hannover E533Meypar B258Microsoft D400Milton Keynes Council C300Ministry of Foreign Affairs of Denmark D417Minube Y10Moba F674Mobi Lab E573Mobileye B311MOBMyCAR D401Montpellier Méditerranée Métropole D401Monument Tracker F604Morgui Clima F681Motorola B292Mott Macdonald C300Movement Strategies C300Mquadro E517Mundilec F641Municipal Corporation of Greater Mumbai

B214

Municipality of Florence A186Municipality of Zwara F625MyPose D425Mytaxi F670NNantes Métropole D401National Information Technology Development Agency

B312

Navi Mumbai Smart City Infrastructure B214NearbySensor Y42NEC F646Nedap N.V. A170Neiko E517Ness B292New Delhi Municipal Council B214Nexter Electronics A101Nexus Geographics F647Nicander Limited C300Normandy French Tech D401OOCA E581Odin Solutions E535

BCNRAIL & SCEWC EXhIBITORS LIST / 2StandCompany StandCompany StandCompany

Attachment 4

A-198 A-196 A-190 A-186 A-184


E-501

E-502

A-98

F-621 F-619 F-617F-647F-651 F-641F-643 F-625F-627F-657 F-655 F-653 E-517


A-103 A-101

B-204 B-202

A-168 A-166


B-247

C-346

B-292B-312 B-300B-308 B-304 B-296 B-258 B-256 B-236 B-232 B-226 B-224 B-212 B-208

C-374 C-366 C-358 C-354 C-338

D-441 D-433 D-425

D-440 D-432 D-424 D-400

D-417 D-409 D-401

C-328 C-300C-322

E-573 E-517

C-382C-390

D-448

D-449

FOOD COURT

SMART CITY PLAZA

MARKETPLACE

B-311

E-587

Y-10Y-11

A-203 A-201

B-318

F-678 F-676 F-672 F-674

E-585

F-677

E-591E-599

F-640F-646 F-600F-604

E-503E-505

F-668F-670

E-581

F-654F-658

E-557

F-648F-652

E-549 E-541

F-528F-530

E-535

F-624F-626

E-533

F-608F-612

E-509E-565

F-664

E-613

ENTRANCE

Y-12Y-13Y-14Y-15Y-16 Y-17

Y-20Y-21Y-22Y-23Y-24Y-25Y-26 Y-27

Y-30Y-31Y-32Y-33Y-34Y-35Y-36 Y-37

Y-40Y-41Y-42Y-43Y-44Y-45Y-46 Y-47

E-617 E-615

F-682 F-680

AUDITORIUM

SPEAKER’SROOM

ROOM 5


ROOM 6ROOM 7BCNRAIL

CONGRESS AREA

ENTRANCE

B-247

C-346C-358C-354C-338C-328C-300 C-322


AUDITORIUM


CONGRESS AREA



E-503 E-505 E-557E-549E-541E-535E-533E-509 E-565

D-441D-433D-425D-417D-409D-401

D-440D-432D-424D-400

E-500

E-501

E-502MARKETPLACE

FOOD COURT

E-573 E-587E-585E-581

F-674F-668 F-670 F-678F-676F-672 F-677 F-682F-680

E-591 E-599 E-613 E-617E-615

D-449



C-374C-366 C-382 C-390 B-311

A-198A-196A-190A-186A-184A-180A-178A-176A-174A-172A-170A-168A-166

B-280B-276 B-292 B-312B-300 B-308B-304B-296B-318

A-203A-201A-98

B-204B-202


CORNER B-258B-256


SMART CITY PLAZA

hALL 2



Oliva Torras C322Omega Peripherals D448Omega Software D400OpenDataSoft F612Opentrends D448Opticits D449Optima Facility E581Orange D401Ordnance Survey C300Oridao F631PPango Mobile Parking C382Park Smart E517Parkare F639Parkeon F675Pavegen Systems C300Phaenomena F687PIE Mapping C300Placemeter D409Plain Concepts F677Pluservice E517Pôle Numérique F679Polo Tecnologico Pordenone E517Power Drive Efficiency C300PPP for Cities. IESE Business School A150Predict Services D401Prima electro A134Prisma Solutions B300ProChile A103Promptwave Y30RRailgrup C322Railsa C322Railtech B232Ramboll Finland D425Ramboll Group D417Ramp Group D400Regio E573Rennes Métropole D401Roadix C382RockSolid D400Ros Roca C358Rosmiman E581Route Monkey Limited A102Roxtec C322SS::can C390S2F Network D401Saba E505SAP D441SC Actual F671Schneider Electric D400Scytl D400Sdav Systems F633Secartys-Domotys A198Secured Communicating Solutions Cluster

F604

SEGITTUR E535Seloy D425

Sener C322Sensefields F528Sensity C390Seongnam B312Seoul B312Serunion E581Sesys Limited F605Shotl - Drivania D449Sicasoft Solutions E535

SiemensC346B247

SII Concatel F652Silver Spring Networks A164Sinapse D448Siradel D401Sitecno D448Sito D425Smart Aarhus D417Smart City Catalyst D417Smart Luminia D448Smart Mauritius F664Smart Parking Limited F601Smart Social City E535SmartAppCity E535SmarterBetterCities F659Smartis F530Snapp Y24Sogaris D401Sparsity D449SST D409Starlab D449State and City of Puebla F654State of Green D417Stratsys D400Synesis E517Synox D401Systam-Webdreams F611TT Grupp E573Tacira Technologies F617Tack System A144TAITRA A174Tallinn Science Park Technopol E573TDC Enterprise D417TDGI E581Technopolis Ulemiste E573Tecnogeo F629Tecsidel D449Tekes D425Tel Aviv B292Telecos.cat F691Telefónica E541Telematics Wireless C382Telkom Indonesia E617Telkom Malaysia / Intelsec E613Tempel Group B224Terrasolid A178Thales -The Alexandra Institute D417The Creative Ring B318

The Social Coin Y31Thyssenkrupp Elevator AG C366TICKEY Y23Torrot Electric F528Toulouse Métropole D401Tracto-Technik F667Tram B236Transports Metropolitans de Barcelona C338Transversal Business D449TSS-Transport Simulation Systems F600TTP (The Technology Partnership) C300TYPSA E535UUbiwhere F668United Kingdom Trade and Investment C300Universal Energy Solutions E535Urbaser D440URB-Grade F653Urbiotica F674US Department Of Commerce - Commercial Service

A190

VValopaa D425Veolia D401Via Libre A104Via Rural E535Vicrea F607Vienna Business Agency F624Vienna City Administration, MA 20 – Energy Planning

F624

Vienna City Administration, Municipal Department 18, Urban Development and Planning

F624

Ville de Mulhouse D401Vivapolis D401Volkswagen Nutzfahrzeuge E533Vortal D400Voyage Control C300Vulog F604WWebDom Labs D449Websays A201WeGO B312Wellness Smart Cities & Solutions F626West-Ter F685WifiLib D401Wonderware B264

WorldsensingB256C390

XXpresa Geophysics D449YYUGO Y41Yup!Charge Y20ZZeitmeilen B300Zenks World A202Zicla D448Zolertia Y33ZTR Control Systems C322

BCNRAIL & SCEWC EXhIBITORS LIST / 3StandCompany StandCompany StandCompany

Attachment 4

STANDING COMMITTEE OF THE WHOLE AGENDA...

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