It is time for leaders to answer to their earlier selves—not out of nostalgia, but because they once understood something essential: the climate emergency does not wait. Every decision that prolongs fossil dependence narrows the margin of manoeuvre available to future generations.
If Canada wants a stronger domestic technology sector, home-grown firms have to build. Governments have to create the conditions for them to succeed. And when credible Canadian alternatives exist, our institutions and leaders have to be willing to use them.
Projects are not just about capital and approvals. They depend on lands, rights, and the people behind the project. Before backing a project, investors should ask whether the work has been done with Nations and within communities, and whether the investment will build growth and lasting value.
The expansionary actions of the fossil-fuel industry, governments and private and public-sector investors, in Canada and around the world, amount to ecocide. While not yet technically a crime, their actions are morally unacceptable.
Institutional investors have a mandate to maximize returns for their shareholders and members, not to deliver universal public services. When they acquire stakes in infrastructure, it is because they see opportunities for profit.
Too often, bilingualism is framed as a constitutional obligation, a cultural commitment, or an administrative requirement. In reality, it is a strategic asset, giving Canada the ability to communicate, collaborate, and lead across linguistic boundaries.
The Vietnamese president’s visit comes as Ottawa and Hanoi are both searching—from very different geopolitical positions—for greater resilience, diversified partnerships, and room to manoeuvre in a more contested world.
Now, funding agencies need to create new structures, pathways, and policies that better reflect the interconnected nature of Indigenous Knowledges.
We need to get better at turning ideas into impact without weakening the fundamental research that makes those discoveries possible in the first place.
The keys to building our next anchor companies lie in our university labs and incubators. It’s time to unlock Canada’s potential.
We have no shortage of talent or ideas, but we need greater entrepreneurial momentum and smoother pathways to convert more of them into products, processes, and jobs.
In addition to importing star talent, a successful talent strategy must also develop, retain, and support researchers already here and those just starting their careers.
Large firms remain important, but they must sit alongside a dense ecosystem of agile domestic companies that solve niche technical problems, and scale into trusted suppliers at home and abroad.
Advanced expertise takes years to develop, and these capabilities cannot simply be created when a crisis emerges or a new priority appears.
Canada and other democratic partners can help by continuing to clarify Resolution 2758, by resisting its misuse, and by supporting Taiwan’s meaningful participation in relevant UN bodies and activities.
Closer ties with the EU can help us diversify our markets, strengthen our climate policies, and direct capital toward the technologies and infrastructure that will define the next economy.
The decision to scrap the CÉGEP program is wrongheaded. Many prisoners say higher learning changed the way they saw society, and helped them understand how to contribute after serving their sentences, writes Senator Bernadette Clement.
When women are in the room, the decisions made are more responsive, more durable, and more aligned with long‑term economic health.
Mexico’s experience shows fair representation is hard to achieve, even with legislation. But it’s almost impossible without it because political parties control nominations.
At the very least, a public break by the federal Conservatives’ full Quebec caucus would force the entire party to undergo fundamental introspection.
Worsened access to the U.S. market limits Canadian firms’ ability to scale up and strengthen productivity, making it more difficult to compete in markets around the world.
Three years after he died, Ian Shugart’s colleagues in the public service have commemorated his contribution to Canada in several ways.
The challenge facing Canada is simply the latest chapter in a debate that stretches from former prime ministers Sir John A. Macdonald and Sir Wilfrid Laurier, to Brian Mulroney and now Prime Minister Mark Carney. The circumstances have changed. The underlying question has not.
We have the opportunity and the urgent need to work together to solve problems: by volunteering, sharing, participating in our democracy, supporting the environment, building our economy through the value and impact of volunteer service. We must put aside differences and work together.
For Canada—and the CAF—to survive the current trade war, doing the same old thing with the same old U.S. firms just isn’t cricket. And if senior officers don’t understand that is part of their duty to all Canadians, well, enjoy the lecture circuit.
