Nadia Mykytczuk

CEO,
MIRARCO

Sudbury’s environmental recovery has made people’s lives immeasurably better and created a wellspring of economic growth based on innovation and determination. 

Ground zero is where the mines were established, so rich with metals and minerals that they transformed Canada into a natural resources powerhouse. It became the place where decades of exposure to toxins rendered the landscape so barren that the bare and fractured rock seemed lunar, beyond salvation. Ten million trees later, ground zero is an environmental champion and economic trailblazer where “green and growing” possess extraordinary scale and meaning. 

Greater Sudbury, Ont., is a brilliant case study in creating a double win. Sudbury’s investment of willpower, capital, and know-how not only conquered a monumental environmental problem, it precipitated a culture of practical innovation and staunch determination that’s become a wellspring of economic growth, resilience, and hope. Yet another payoff: the city’s collective know-how makes global economic challenges — like tariffs — more manageable. At a time when reinvention and innovation are at a sudden premium, how this northern Ontario city remade itself from a polluted mining town into a green, economically diversified municipality offers universal lessons. 

“We are ground zero to showcase to the world that we can reduce pollution and keep the industry,” says Paul Lefebvre, Mayor of Greater Sudbury. “The air has been cleaned up by 99 per cent. This was a collaborative effort involving the community, government, and industry. We’ve proven that the environment and the economy can coexist and thrive together. Here in Sudbury, we’ve become a global example of how we can learn from our past and grow from it.” 

We are ground zero to showcase to the world that we can reduce pollution and keep the industry. The air has been cleaned up by 99 per cent. This was a collaborative effort involving the community, government, and industry. We’ve proven that the environment and the economy can coexist and thrive together. Here in Sudbury, we’ve become a global example of how we can learn from our past and grow from it.

Symbols of hope 

The area around Kelly Lake is a testament to the tremendous scale and dimension of Sudbury’s transformation. By design, the city has left exposed, blackened rock — a stark, physical reminder that an eviscerated landscape drains a place of its vitality and steals its future. Today, with the surrounding greenery inexorably reclaiming the fractured rock, the symbolism is unmistakable: with great effort come great things.  

That great effort now spans 50 years, with its formative industry, academia, government, and community roots changing the way previously disconnected stakeholders interacted. Working together bred trust and cross-sector knowledge-sharing. Today, an evidence-based, maker mentality permeates the way Sudbury’s leaders act.  

“When you look at Sudbury today and you look at our innovation ecosystem,” says Nadia Mykytczuk, CEO of MIRARCO (Mining Innovation, Rehabilitation and Applied Research Corporation), “you see we have cross-industry expertise engaging around challenges and issues. We come together often — it’s incredible.” 

Practical progress 

“Coming together” is among the first steps municipalities must take to weather challenges and to learn to thrive despite them.  

Steve Gravel, Manager of the Centre for Smart Mining at Cambrian College, recalls Inco and Falconbridge (today, Vale and Glencore) selling off non-core mining assets in the 1980s, which might have triggered an exodus of talent. Instead, locals put their specialized know-how to good use, founding mining service companies like HARD-LINE/Hexagon, which transformed the sector into an integrated mining complex.  

Don Duval, CEO of NORCAT, says the resulting cluster of specialized mining firms is “one of the leading global tech hubs for all that is mining technology in the world.” This includes NORCAT’s Underground Centre, which Duval describes as the “only innovation centre in the world that owns and operates an underground mine for tech companies to test and refine their technologies.” 

More positively still, beyond a certain threshold, innovation processes take on a life of their own. Natural regrowth accelerates and outpaces replanting, and the practice of knowledge-sharing and practical cross-sector collaboration triggers waves of self-starting innovation emerging from unexpected quarters. As Mykytczuk puts it, “The way that we approach challenges has almost become ingrained in the community. I’ve heard mayors say it’s in our DNA.” 

The path forward 

Sudbury’s environmental turnaround is so profound and comprehensive that its core industry — mining — has become a global technology leader. Major projects are revitalizing the downtown: the Cultural Hub at Tom Davies Square, for example, will host the Central Library, the Art Gallery of Sudbury, and the Sudbury Multicultural and Folk Arts Association. The arena and events centre positions Sudbury as the premier regional hub for entertainment and culture. 

Sudbury is both ground zero and road map — example and how-to. Theirs is a model of what can happen when different groups — each with its own specialized know-how — apply their combined expertise to tackle complex challenges. The odds of conquering the challenge increase while the resulting skills, infrastructure, processes, and interconnections make it highly likely that waves of new, unforeseen opportunities will emerge.  

The potential payoff is immense: in Sudbury’s case, from broken landscape to global hub — proof positive that formidable problems have local solutions. 

To learn more about Greater Sudbury, visit investsudbury.ca. 

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Khushwant Rai

Lead Data Scientist,
RBC Borealis

Shreya Saxena

Computer Science Student,
UBC Okanagan 

Innovation can’t succeed on ideas alone — it requires skilled talent. Internships connect bright minds to opportunity, research, and real-world impact.

The talent is out there — in universities and on college campuses across the country. Through its extensive network across Canada’s innovation ecosystem, Mitacs is the launch pad for talent. It has a proven record of helping to nurture and retain home-grown expertise, while also attracting leading global talent by bridging academia and industry. The impressive numbers demonstrate Mitacs’s scale and sustained impact. Since 2018, it has invested $1.42 billion in over 35,000 research projects and supported more than 99,000 internships. 

Now is the time to invest in talent  

“Talent isn’t peripheral to innovation — it’s the starting point,” says Dr. Stephen Lucas, CEO of Mitacs. “If we want Canadian research to deliver results at scale, we need to treat talent development as core infrastructure. The opportunity now is to build a system that makes that the norm, not the exception. And Mitacs has helped build that foundation for over 25 years.”  

If we want Canadian research to deliver results at scale, we need to treat talent development as core infrastructure.

Today, more than ever, is the time to invest in talent. As global competition for innovation intensifies, Canada’s ability to harness, attract, and retain top talent is essential to long-term economic resilience. And nurturing the skills of new graduates is imperative, especially considering the ongoing challenges for young talent entering the labour market. New reporting shows the average unemployment rate for recent post-secondary grads under the age of 25 is more than 11 per cent.

Building careers, solving complex challenges  

Thanks to a Mitacs internship, Shreya Saxena, a fourth-year computer science student with a passion for helping people through tech, gained valuable skills and contributed to an innovative project at UBC Okanagan that will benefit communities impacted by the threat of wildfires. “We developed a dashboard that detects weather conditions and monitors those conditions for wildfire behaviour. It was a very personal project because two years ago I was evacuated from my home because of a wildfire,” says Saxena. “Having a good intern experience sets students and graduates up for success. They get meaningful work experience with industry partners, while receiving opportunities for mentorship.” 

Having a good intern experience sets students and graduates up for success.

Saxena adds that beyond the internship itself, she was happy with the support Mitacs offered, including access to professional development courses. 

Mitacs interns contribute to real breakthroughs in priority areas, such as life sciences, AI and the digital revolution, and advanced manufacturing, with many staying on in high-impact roles, both in Canada and internationally. Seventy per cent of former Mitacs interns continue working in a research and development capacity within Canada, helping foster talent and innovation domestically. Almost a third of Mitacs’s industry partners eventually hire their intern, turning research placements into lasting contributions to Canadian firms. And 18 per cent of interns go on to start a business. 

Turning ideas into impact  

The search for global talent is competitive, but Mitacs creates the perfect environment to attract, develop, and deploy diverse, world-class talent. Through its Globalink programs, Mitacs attracts exceptional international student researchers, many of whom go on to do graduate studies at Canadian universities, often becoming permanent residents. They live, work, and start businesses in Canada, helping to innovate and grow our economy and increase the quality of life for Canadians. 

Khushwant Rai, Lead Data Scientist at RBC Borealis, is one of those who transitioned from an internship to a regular, full-time position. Rai has a keen interest in AI and machine learning, and landed a Mitacs internship at XLSCOUT. That six-month internship transitioned to a full-time position as a data scientist at the company, and after a year was promoted to tech lead. 

“The internship was really important, because not only was I able to explore the kind of research I love, but I got industry-level skills and it got me ahead of other graduates who didn’t have this opportunity,” says Rai. “I credit Mitacs with helping launch my career. Without them, it would have been more challenging to get hired.”  

I credit Mitacs with helping launch my career. Without them, it would have been more challenging to get hired.

Rai adds that when people become aware of Mitacs, they’re impressed. Not only is the organization helping to grow talent in Canada, but businesses also see value because they feel confident hiring interns, knowing that Mitacs finds the best talent for their needs.

If Canada wants to take its place as a global innovation leader, we need to do more than generate great ideas — we need to invest in the people who can turn those ideas into impact. Mitacs interns are already doing just that: helping companies solve real-world problems, accelerating research and development, and bringing Canadian innovation to life, both at home and on the global stage. The opportunity now is to build on that momentum, and Mitacs is ready to help. 

Learn more at mitacs.ca. 

The post Cultivating Tomorrow’s Talent: Why Internships Matter More Than Ever appeared first on HiveInnovates.

Since the late 19th century, when electricity first illuminated the streets of cities like Hamilton, Ottawa, and Toronto, Ontario has built a reputation—both within Canada and globally—as a province that is ready and willing to lead in adopting new and innovative energy technologies.  

More than 125 years later, as governments worldwide work to integrate more lower-carbon energy into their electricity grids, Ontario is cementing its status as a leader in carbon-free power, by taking the bold step to build the first grid-scale small modular reactor (SMR) in the western world.  

In May, in an exciting first, the provincial government approved Ontario Power Generation (OPG) to begin construction on the first of four SMRs at Darlington, using GE Vernova Hitachi’s BWRX-300 reactor technology.  

“This is a proud moment for GE Vernova Hitachi and Ontario as we move from vision to reality with the construction of the BWRX-300,” said Lisa McBride, Canada Country Leader, GE Vernova Hitachi Nuclear Energy. “As the world searches for carbon-free, reliable energy solutions, Ontario has already been charting what the future looks like, with roughly 92% of its electricity grid powered by low- to zero-carbon energy, including nuclear.¹ Our organization is proud to be contributing to that, bringing almost seven decades of experience to the table.” 

A shared legacy of leadership and innovation 

GE Vernova Hitachi’s story in Canada began over 60 years ago at Chalk River when its predecessor, GE, partnered with AECL and the Hydro Electric Power Commission of Ontario—now OPG—to bring nuclear power to Ontario’s electricity grid for the first time.  

That work laid the foundation for the modern-day CANDU reactor, fundamentally changing the global trajectory of nuclear energy.  

That willingness to go first, and that pioneering mindset, has united GE Vernova Hitachi and Ontario, and is why Ontario is a natural home for emerging technologies like SMRs. 

Ontario is writing the blueprint for future energy projects 

As Ontario’s population grows, manufacturing and industrialization increases, and demand for electric vehicles spreads, the province’s energy systems operator—the IESO—forecasts a 75% rise in electricity demand by 2050.² To meet that growth, nuclear energy—and SMRs—will undoubtedly play a leading role.  

But gone are the days when governments thought about generation purely in megawatts. With the introduction last month of Bill 40, the Protect Ontario by Securing Affordable Energy for Generations Act, legislators are now thinking about how energy projects, and the partners they work with, are contributing to the economic health and prosperity of the people, businesses, and communities they serve. 

At full deployment, GE Vernova Hitachi’s BWRX-300 is expected to support up to 18,000 highly skilled, good paying jobs across construction, manufacturing, operations, and maintenance. The company has also committed to maximizing local content in the project, with 80% of project spending flowing to Ontario companies, injecting $500 million on average annually into the local economy and potentially adding $38.5 billion to Canada’s GDP over the next 65 years. By working with local partners where possible, GE Vernova Hitachi is ensuring the project benefits are felt across the province.  

“With more than 80 Ontario-based suppliers already contributing to this project, we’re not just building a reactor—we’re building and supporting communities,” McBride notes. “Perhaps most exciting for Ontario is the international doors this project will unlock. As other countries look to deploy their own SMRs, they’ll be looking to use the skills, knowledge, and capabilities of the people and businesses that have already built an SMR—and they’ll find that in Ontario.” 

With more than 80 Ontario-based suppliers already contributing to this project, we’re not just building a reactor—we’re building and supporting communities.

Turning Local Momentum into Global Impact 

Ontario’s investment in SMRs is not just about meeting domestic energy needs—it’s also laying the groundwork for a new era of Canadian nuclear energy globally. 

To support these efforts, GE Vernova Hitachi is already working with governments, utilities, and private-sector partners in jurisdictions like Sweden and Poland to position Ontario-made components and services for international deployments.  

For example, Poland announced plans to build twenty-four BWRX-300 SMRs at six sites across the country.  

“This is Poland’s first venture into nuclear power, and Ontario businesses that have gained experience working on the Darlington project will be well-positioned to support that and other global projects” says McBride.  

Ontario’s SMR story is no longer a future concept—it’s a project under construction, backed by a proven team, with real investments and real opportunities taking shape. As the BWRX-300 project progresses, it’s laying the foundation for a stronger, more sustainable, and more competitive Ontario—at home and on the global stage.

Learn more at gevernova.com/nuclear.

The post From Bold Vision to Innovative Reality: Ontario and GE Vernova Hitachi Nuclear Energy Are Building the Next Generation of Nuclear Energy  appeared first on HiveInnovates.

Home to Canada’s most unique research ecosystem, the University of Saskatchewan is advancing innovation in vaccines, agriculture, and beyond. 

From coast to coast to coast in Canada, there’s no university with research infrastructure quite as unique as the University of Saskatchewan (USask). 

Located in Saskatoon, Sask., in the heart of the Canadian Prairies, USask is home to world-class researchers, scholars, artists, and cutting-edge facilities renowned not only nationally but around the world. 

A research powerhouse

The Canadian Light Source (CLS) is the only synchrotron facility in the country and lives on the USask campus. The CLS’s advanced technology allows researchers from USask and around the world to further our knowledge in materials science, biomedical fields, green energy, and more. 

Leading the way in agricultural sciences and crop breeding, researchers at USask’s Crop Development Centre (CDC) have been instrumental in feeding the world’s growing population. More than 500 varieties across 40 different crops have been developed and released by the CDC since its inception in 1971, and the continued innovation supports the development and protection of the world’s crops. 

Researchers at USask’s Vaccine and Infectious Disease Organization (VIDO) are making world-changing strides, with new vaccines and other preventative measures being developed for humans and animals. VIDO will soon be one of only two Level 4 containment facilities in the country, allowing researchers to examine and discover ways to combat the most virulent and dangerous diseases. 

Encouraging world-class innovation across numerous fields of research, including agriculture, health, social sciences, and technology, USask continues to be what the world needs — now and into its bright future. 

To learn more, visit usask.ca. 

The post How USask is Advancing Innovation in the Heart of Canada appeared first on HiveInnovates.

Katie Preiss

Vice President of Public Policy,
TELUS

Canada has a chance to lead in secure, sustainable AI — but seizing it demands bold infrastructure and smart policy. 

Artificial Intelligence (AI) is not just another technological wave. It is the most transformative force in economic history. It is redefining how we work, compete and create value. For Canada, AI offers a clear path to closing our long-standing productivity gap. But adoption at scale requires sovereign safeguards for our essential infrastructure and sensitive data, which is now central to how governments and industries think about digital infrastructure, AI, and public trust.   

In this conversation, Katie Preiss, Vice President of Public Policy at TELUS, and Ulrike Bahr-Gedalia, Senior Director of Digital Economy, Technology, and Innovation at the Canadian Chamber of Commerce, take a closer look at sovereign AI and its alignment with Canada’s priorities, Canada’s competitive advantage in sustainable digital infrastructure and broad business AI adoption to boost Canada’s lagging productivity.  

Ulrike Bahr-Gedalia: What exactly does “sovereign AI” entail?  

Bahr-Gedalia: Your comments highlight that the need for sovereign AI is not unique to Canada.  

Bahr-Gedalia: Green compute and AI infrastructure have been the focus of many conversations. How exactly do we get there? 

Bahr-Gedalia: Given AI’s potential to help close the productivity gap, the slow rate of AI adoption by businesses remains an ongoing concern. What’s the solution?  

Bahr-Gedalia: What kind of policy actions are needed? 

To learn more about the Canadian Chamber of Commerce’s initiatives on AI, please visit: The Future of Artificial Intelligence Council – Canadian Chamber of Commerce 

The post Powering Canada’s AI Future: Sovereign, Sustainable and Secure appeared first on HiveInnovates.

Joanne Jacyk 

Director of Site Selection,
NWMO

Canada’s NWMO is advancing two deep geological repositories and a Centre of Expertise to ensure nuclear waste safety while benefitting local communities.

Canada’s Nuclear Waste Management Organization (NWMO) is hitting milestone after milestone as it announces the next steps toward opening Canada’s first deep geological repository for used nuclear fuel and begins preliminary work on a second repository for intermediate-level and high-level nuclear waste.

“Like many countries with commercial nuclear power programs, Canada is planning for the future,” says Laurie Swami, President and CEO of the NWMO. “There is international scientific consensus that a deep geological repository is the safest way to manage intermediate- and high-level waste over the long-term.”

Like many countries with commercial nuclear power programs, Canada is planning for the future.

A collaborative effort

In 2024, after a comprehensive site selection process, the NWMO selected a site in northwestern Ontario as the future location of the first repository, and last month announced the five companies that will design and plan the repository. 

The NWMO, as the owner of the project, will be working with WSP Canada Inc., Peter Kiewit Sons ULC (Kiewit) , Hatch Ltd., Thyssen Mining Construction of Canada Ltd., and Kinectrics Inc. The chosen companies will work on facility infrastructure design and engineering, construction planning, mine design, mine construction, nuclear management advising and nuclear systems, and facilities design. 

Though construction won’t begin until the deep geological repository has successfully completed the federal government’s multi-year regulatory process and Wabigoon Lake Ojibway Nation’s Regulatory Assessment and Approval Process, pulling the team together that will design how the repository is built and operated is a massive step forward in the process.

A new hub for research and innovation

While the repository is being planned, the NWMO is moving forward with a Centre of Expertise in the Township of Ignace. Expected to open in 2028, the Centre of Expertise will be a multi-million-dollar investment and an important landmark and international destination in northwestern Ontario, serving as a hub for research and development, community engagement, and knowledge-sharing. 

A request for proposals was recently issued to design the centre, and the NWMO is prioritizing local and Indigenous vendors in the evaluation criteria.

The Centre of Expertise will be a place for world-class science and innovation and will bring new high-value jobs to the community, including scientists and experts from a wide variety of disciplines for generations to come.

Enriching the local community

“The Centre of Expertise will be home to hundreds of high-value jobs, will provide educational opportunities across the region, and is expected to attract Canadian and international visitors,” says Swami. “This is one of the most tangible benefits and most exciting commitments made by the NWMO to the communities hosting the deep geological repository, and we can’t wait to see it spring to life in the coming years.”

While the first repository and the Centre of Expertise continue to be designed and planned, the NWMO is hard at work preparing its siting approach for a second deep geological repository, which will house intermediate- and high-level radioactive waste, and potentially used nuclear fuel from new nuclear reactors built in Canada in the future. 

As part of that process, the organization is inviting feedback from Canadians and Indigenous Peoples to refine a proposed site selection process. The recently released discussion paper kicks off an engagement process that will solicit public input across the country before the site selection process for the second repository begins in 2028.

Looking ahead to the future

As with the used nuclear fuel that will be placed in the first repository, Canada’s intermediate- and high-level waste is safely stored on an interim basis, but the methods used today are temporary and not suitable for the very long term.

For the second repository, the NWMO is continuing its longstanding focus on technical safety and community willingness as primary site selection criteria. 

Intermediate-level waste includes equipment and components that have been used inside nuclear reactors in the production of electricity from nuclear fuel, but excludes nuclear fuel itself, which is high-level waste.

Non-fuel high-level nuclear waste includes small quantities of materials used in the process of making medical isotopes. Many isotopes are used for cancer treatments and diagnosis and the sterilization of medical equipment. Canada is a global leader in medical isotope production.

“We’re committed to seeking input from Indigenous Peoples from the very beginning of our site selection process for the next deep geological repository, and to forging relationships built upon trust and transparency,” says Joanne Jacyk, the NWMO’s Director of Site Selection for the second repository project.

The NWMO is well-positioned to move these historic projects toward completion, ensuring that Canada has a safe, permanent way to store its nuclear waste to make sure it isn’t left as a burden for future generations to carry.

To learn more, visit nwmo.ca.

The post NWMO Makes Exciting Progress on Two Nuclear Waste Repository Projects appeared first on HiveInnovates.

Advanced Air Mobility is the evolution of air transportation enabled by an ecosystem of new propulsion technologies, aircraft architecture, and operating missions, allowing people, goods, and services to move within urban and regional areas safely.

Advanced Air Mobility (AAM) is set to reshape how Canadians connect — enhancing regional access, urban travel, and sustainable growth. But this transformation depends on collaboration. From regulations to infrastructure to clean technology, every piece of the AAM puzzle requires the entire ecosystem to work together.

As Canada’s national voice for AAM, Canadian Advanced Air Mobility (CAAM) unites the ecosystem, coordinating efforts across sectors, aligning priorities, and ensuring Canada’s readiness in the future of flight.

Made-in-Canada innovations

Canada isn’t just participating in AAM — it’s innovating.

In Bromont, Québec, CAAM National Board member Unither Bioélectronique completed the world’s first piloted hydrogen-powered helicopter flight, powered by its proprietary fuel cell technology. 

In Ontario, CAAM member Horizon Aircraft completed the first full-wing transition flight of its hybrid-electric Cavorite X7 aircraft demonstrator, showing how Canadian companies are pushing the boundaries of what’s possible in the next era of aviation.

Regulatory and airspace readiness

AAM technologies can only reach full-scale adoption if they’re supported by robust regulatory and airspace management frameworks.

At the 2025 International Paris Air Show, a major step forward was announced — and Canada is at the table. Transport Canada, alongside aviation authorities from the US, UK, Australia, and New Zealand, released a landmark international roadmap to align how new aircraft like eVTOLs are certified and validated across borders. This kind of multilateral coordination reduces duplication and accelerates the safe adoption of emerging technologies.

Meanwhile, NAV CANADA is advancing its Remote Traffic Management (RTM) Trials—a national initiative testing enhanced remote traffic management systems to support new AAM operations. These trials are helping shape how emerging aircraft can safely coexist with traditional air traffic, using Canadian expertise to develop scalable, real-world solutions.

Collaboration in action

Progress depends on more than policies — it requires ongoing dialogue. That’s why CAAM hosts quarterly AAM Town Halls featuring national authorities. These gatherings keep stakeholders aligned on what’s needed and what’s next, from infrastructure and certification to public trust and community readiness.

On an international scale, CAAM-led delegation trips connect Canadian innovators, regulators, and investors with global AAM leaders. These visits open doors to firsthand learning, partnerships, and ideas that accelerate our efforts here at home.

Be part of Canada’s AAM future

AAM is about building an integrated transportation ecosystem that benefits communities, supports climate goals, and spurs economic growth. Through initiatives like the AAM Town Halls and CAAM Delegation trips, CAAM ensures Canadian voices are aligned, informed, and ready to act.

We’re stronger together, and Canada’s AAM future will be built through continued collaboration across borders, sectors, and skies.

Learn how you can support and get involved in Canada’s AAM journey at canadianaam.com.

The post Stronger Together: Advanced Air Mobility in Canada appeared first on HiveInnovates.