HALIFAX, Nova Scotia, Oct. 07, 2026 (GLOBE NEWSWIRE) -- The Business Development Bank of Canada (BDC) is expanding its network of partners to help Canadian defence and dual-use companies test their technologies, navigate procurement, reach customers and scale.

Announced today at DEFSEC Atlantic, the new and renewed partnerships connect entrepreneurs with specialized expertise, testing opportunities, investors and industry networks across Atlantic Canada, Quebec and Ontario. Combined with the financing, capital and advisory services offered through BDC’s $6 billion Defence Platform, these partnerships help companies move more quickly from innovation to commercialization.

“Canada has no shortage of defence innovation. The challenge is helping great technologies and products reach customers and scale,” said Peter Dawe, Senior Vice President, Defence Strategy, BDC. “Through these partnerships, we are helping entrepreneurs – whether they are bringing a new solution to market or scaling an established business – move faster, compete globally and strengthen Canada’s defence industrial capacity.”

Helping defence innovators move faster from concept to commercialization

To help address this need in Canada, BDC is partnering with Vimy Forge, alongside the Atlantic Canada Opportunities Agency (ACOA) and the New Brunswick Innovation Foundation (NBIF), to support the second cohort of Vimy Forge’s national defence technology accelerator, launching in Winter 2027.

Through the initiative, Canadian defence and dual-use startups and SMEs would gain access to specialized mentorship, connections to defence stakeholders, investors and industry experts. Together, these resources are intended to support entrepreneurs as they validate their technologies, navigate procurement opportunities and scale their businesses.

“Canada has the talent and ingenuity to build globally competitive defence companies,” said Duncan McSporran, Managing Director, Vimy Forge. “What entrepreneurs often need is help bridging the gap between innovation and market adoption. With BDC joining us to support the second cohort of our national accelerator, we can help more Canadian companies access the expertise, connections and opportunities they need to commercialize, grow and contribute to Canada’s defence capacity.”

“Canada’s defence innovators have the ideas and talent to compete globally,” said David Myles, Parliamentary Secretary to the Minister of Canadian Identity and Culture and Minister responsible for Official Languages and to the Secretary of State (Nature), and Member of Parliament for Fredericton—Oromocto. “By supporting Vimy Forge, we are helping innovative Canadian companies access the expertise, connections and opportunities they need to bring promising technologies to market, grow their businesses and compete. Working with partners like Vimy Forge, BDC and the Government of New Brunswick will help build a stronger defence innovation ecosystem and create new opportunities for companies here in Atlantic Canada and across the country.”

PS Myles spoke on behalf of the Honourable Sean Fraser, Minister of Justice and Attorney General of Canada and Minister responsible for the Atlantic Canada Opportunities Agency.

Expanding access to expertise, networks and growth opportunities

BDC is also strengthening partnerships with organizations in Quebec and Ontario that support defence and dual-use companies at different stages of growth:

• Creative Destruction Lab (CDL): BDC is renewing its support for CDL’s Defence, Critical Minerals and Climate streams, while expanding its collaboration to CDL’s new Space stream.

• Invest Ottawa: Promotes entrepreneurs’ access to commercialization opportunities through BDC’s role as a Founding Partner of Area X.O‘s Commercialization Acceleration Program, while fostering connections to Ottawa’s growing defence and dual-use innovation ecosystem.

• Ontario Defence Association (ODA): Through BDC’s role as a founding member, companies can benefit from sector intelligence, executive networking opportunities and connections across Ontario’s defence and security ecosystem.

• NexDev’s InnoSécur Innovation and Research Hub: Entrepreneurs developing land defence and security solutions can benefit from specialized expertise, testing facilities and strategic partnerships that accelerate the development, validation and deployment of innovative technologies.

• Naval Quebec: Quebec shipbuilding SMEs will gain access to financing, advisory expertise and industry networks that support innovation, growth and long-term competitiveness in Canada’s marine and naval industries.
  

Together, these partnerships complement BDC’s $6 billion Defence Platform and help Canadian companies access the resources, relationships and market opportunities they need to grow. By strengthening the pathways from innovation to market adoption, BDC is helping build Canada’s defence industrial capacity and long-term economic resilience.

About BDC, Canada’s bank for small- and medium-sized business owners

BDC focuses on small- and medium-sized business owners, providing them financing, investment, and advice. As Canada’s development bank, we also support entrepreneurs who don’t fit the traditional mold working with a network of partners and help develop underserved markets to unlock economic potential. Our mission is to build strong, resilient businesses that drive Canada’s economic growth. BDC is a perennial Canada’s Top 100 Employer and B Corp certified. Learn more at bdc.ca or connect with us on social media. 

Mount Pearl, NL, October 7, 2026 – Genoa Design International (Genoa), the Digital Ship Experts® and one of North America’s leading detail design and 3D modelling firms for the shipbuilding industry, today announced a multi-year partnership with atlantiq AI, a Canadian technology company pioneering advanced AI systems for the ship design-to-build lifecycle.

Shipbuilding workflows demand accuracy, security and accountability. Over the past year, Genoa and atlantiq AI tested the technology within operational ship design workflows, evaluating its performance against production requirements and shipbuilding standards before expanding its use.

“We spent a year testing and validating this technology within our own work before bringing the partnership forward publicly,” said Laurie Balan, CEO of Genoa Design. “We wanted this announcement to be grounded in demonstrated results. What we have seen gives us confidence that AI can meaningfully improve how ship design work is performed while keeping expert judgment, security and responsible adoption at the centre.”

Following successful validation, the partnership is moving into broader implementation across design operations, where early applications have demonstrated the potential to improve both quality and delivery timelines.

Genoa is contributing thousands of hours from designers, technical specialists and industry experts to help ensure the technology is developed and evaluated within real-world shipbuilding environments.

“Genoa’s experts bring decades of shipbuilding knowledge and an uncompromising commitment to quality,” said Nurul Ibrahim, CEO of atlantiq AI. “Our systems are built to give that expertise greater reach. By taking on information-intensive work and helping teams develop and test design ideas, we want to give their designers and engineers more room to apply their judgment. The opportunity is to bring more of what this industry knows to the vessels we have yet to design.”

Purpose-built for ship design and engineering, the technology helps teams review complex information, identify potential issues, manage design data and produce high-quality deliverables more efficiently. All outputs remain subject to established validation processes and expert oversight, reflecting the level of assurance required in shipbuilding.

For Genoa, the partnership also advances the company’s long-term Digital Ship® vision. By integrating AI into the Digital Ship® platform, Genoa is strengthening the digital thread that carries information from design and construction through operation, sustainment and eventual decommissioning.

“AI-enabled detail and production design is no longer a future concept; it is becoming a practical capability,” said Colin Power, Senior Director of Technology with Genoa. “Our goal is to help establish a trustworthy and secure adoption model that delivers measurable value for Genoa, our customers and the wider shipbuilding industry.”

Genoa and atlantiq AI are participating in DEFSEC 2026 in Halifax, Nova Scotia, from October 7-8.

About Genoa Design International

For more than 30 years, Genoa Design International, the Digital Ship Experts®, has been a trusted partner for detail design and 3D modelling across North America. The company has extensive experience supporting Navy and Coast Guard programs, including notable icebreaking vessels such as Canada’s new Polar Icebreaker and the United States’ Polar Security Cutter.

With more than 130 projects completed, Genoa provides a comprehensive suite of services supporting every stage of a vessel’s lifecycle. Its advanced Digital Ship® technologies complement this experience by helping shipyards, vessel owners and industry partners manage technical information, improve collaboration and deliver complex programs more efficiently.

About atlantiq AI

atlantiq AI is a Canadian technology company pioneering advanced AI systems for the ship design-to-build lifecycle. Its ambition is to build the integrated AI system for complex shipbuilding. The company has developed AI-native design intelligence rooted in vessel geometry, physics and engineering knowledge, and shaped by the regulatory, safety and practical constraints of shipbuilding.

Working closely with industry experts, it brings that intelligence into the decisions people make throughout a vessel’s development, with the goal of expanding engineering capacity and opening new possibilities for the industry.

(HALIFAX, NS) – Canada’s Ocean Supercluster (OSC) and the Department of National Defence (DND) have signed a Memorandum of Understanding (MoU), establishing a framework for collaboration to strengthen Canada’s marine sensing capability ecosystem and advance ocean innovation in support of Canada’s national interests.

Canada’s ocean domain is strategically important to the country’s national defence, security, and sovereignty, including across the Arctic, all coastal regions, and offshore environments. The MoU recognizes the importance of collaboration between Canada’s network of ocean innovation companies and National Defence, particularly as advanced marine sensing technologies become increasingly important to marine domain awareness, operational effectiveness, and informed decision-making in an era defined by global volatility and technological disruption.

Through the MoU, OSC and DND will explore opportunities to collaborate on activities related to Canada’s marine sensing capability ecosystem such as:

• Strategic engagement, collaboration, and convening across Canada’s ocean and defence innovation communities;

• Increasing awareness and understanding of Canadian marine sensing capabilities and technologies;

• Exploring opportunities for pilots, testing and technology demonstration; and

• Supporting inclusive engagement with industry, research, Indigenous and other partners across Canada.

This partnership will strengthen Canada’s marine sensing capability ecosystem, supporting both ocean innovation and Canadian sovereign capability objectives.

As Canada’s national ocean cluster, the OSC brings together more than 1,000 member organizations across the country to build industrial capacity in areas including Arctic and surveillance, blue food, marine decarbonization and ocean energy. The OSC also serves as Canada’s co-lead of the Global Blue Tech Cluster Alliance, connecting Canada’s ocean innovation ecosystem with leading blue technology cluster networks internationally.

To date, the OSC has accelerated the development and commercialization of nearly 170 made-in-Canada ocean innovation projects, representing a portfolio of close to $700 million in total project value. These projects are delivering more than 300 new, globally relevant products and services, including dual use solutions in marine domain awareness, uncrewed and autonomous systems, advanced sensors and hardware, data fusion and edge computing, digital twins, and systems integration.

The formalized working relationship between OSC and DND demonstrates the growing intersection between ocean innovation and national defence and security, where technologies developed for commercial ocean applications can also support a range of marine, Arctic and surveillance requirements.

Noah Note: OSC is not only one of the largest representatives of Canada’s Blue economy, but also among the largest such organizations on Earth. They represent over a thousand organizations from research institutions, SME, Indigenous groups, and more. They are absolutely an important partner to building the Maritime economy, and maintaining an active and expanding relationship to the DND is critical to maintaining momemtum and building domestic capacity across our maritime sector.

I love these kind of MOU, I know most people don't care, but I like seeing MOU thrown out there. They have an important role and are a critical step to wider partnerships.

October 7, 2026 – Edmonton, Alberta – National Defence / Canadian Armed Forces

Today, the Honourable David J. McGuinty, Minister of National Defence, and the Honourable Danielle Smith, Premier of Alberta, visited Canadian Forces Base (CFB) Edmonton to highlight defence investments across Alberta. These ongoing investments are supporting the modernization of military infrastructure, expanding industrial capacity, advancing defence innovation and equipping the Canadian Armed Forces (CAF) with the facilities, capabilities and workforce it needs to defend Canada at home and contribute to operations around the world.

Worth approximately $8 billion, these ongoing investments include:

• nearly $4 billion to support future fighter capabilities at CFB Cold Lake;

• $750 million for a new Chemical and Biological Laboratory and Blast Assessment Centre at CFB Suffield;

• $550 million to establish the western operating base for the Royal Canadian Air Force's (RCAF) CC-330 Husky fleet; and

• over $580 million over the next three years for maintenance and repair work across CAF bases situated in Alberta.

Funds will also support the renewal and expansion of residential accommodations, operational facilities, logistics and warehousing capacity, training infrastructure, utilities, transportation networks, and support services across the province. The defence investments are estimated to support approximately 29,000 to 38,000 jobs in Alberta over the next five to 10 years while strengthening local supply chains and supporting businesses, skilled trades and communities.

The Minister also highlighted that the Government of Canada is re-opening the Defence Drone Initiative Marketplace (DDIM) Request for Supply Arrangement (RFSA), providing more Canadian companies with the opportunity to pre-qualify to supply the Department of National Defence autonomous systems capabilities and related services. The refreshed RFSA will help Canadian companies, including those in Alberta, continue to play a leading role in developing the capabilities needed to support Canada's future defence and security requirements.

On behalf of the Honourable Eleanor Olszewski, Minister of Emergency Management and Community Resilience and Minister responsible for Prairies Economic Development Canada (PrairiesCan), Minister McGuinty announced over $8 million for seven projects to be administered through PrairiesCan under the Regional Defence Investment Initiative (RDII), the Regional Tariff Response Initiative, and the Regional Innovation Ecosystems program. This funding will contribute to economic resilience in the face of continued global uncertainty, helping many Alberta organizations advance their defence-related innovations. By helping firms expand capacity, commercialize technology, and strengthen their participation in domestic and international defence supply chains, these initiatives will create new opportunities for growth, investment, and high-quality jobs across the province.

During the visit, the Minister and Premier Smith discussed how the Government of Canada’s investments to rebuild, rearm and reinvest in the CAF will benefit Alberta’s defence industry and local economies.

Quotes

Quick facts

• Defence investments contributed approximately $1.3 billion to Alberta’s economy in 2024-25.

• Approximately 10,300 members of the CAF live and work in Alberta.

• Alberta is home to three Canadian Army bases (CFB Edmonton, CFB Suffield and CFB Wainright) and an RCAF Wing (CFB Cold Lake).

• The establishment of 1st Canadian Division Headquarters in Edmonton reinforces Alberta's role as a centre of gravity for the generation of high-readiness land forces and Canada's ability to conduct division-level operations.

• CFB Suffield provides world-class training and testing capabilities that are essential to military readiness and hosts British Army Training Unit Suffield (BATUS), a longstanding pillar of Canada-United Kingdom defence cooperation.

• CFB Wainwright is one of the Canadian Army’s largest training centres and is home to the Army Training Centre-West and the Canadian Manoeuvre Training Centre (CMTC). CMTC delivers realistic, challenging training that prepares Canadian Armed Forces personnel for today’s operational environment and supports operational readiness.

• Alberta is an important contributor to Canada’s Arctic sovereignty, providing, industrial, energy, training and technological capabilities that support CAF operations in the North.

• The RDII is a $379.2 million, three-year national initiative that aligns with the Defence Industrial Strategy to advance Canada’s ability to rebuild, rearm and reinvest in its military while strengthening supply chains, readiness and international partnerships.

• PrairiesCan is one of seven regional development agencies across Canada and administers the RDII in Alberta, Saskatchewan and Manitoba.

• Alberta is emerging as an important contributor to Canada's growing defence innovation sector. To date, 30 Alberta-based companies have qualified as trusted suppliers under the DDIM.

• Earlier in 2026, a University of Calgary-led consortium received $20.3 million over two years to establish and operate the Quantum Defence Innovation Secure Hub in Calgary.

Noah Note: There isn't anything new here, despite presentstion. All of these were well known investments from various sources sorta lumped together. One interesting thing though, Minister McGuinty during the presser refused to name Edmonton as the MOB-W.

A few pointed this out to me, and I wanna say, as I know it that is still the plan. While alternatives are available of negotiations with the airport authority fall through, that has not happened and the plans remain the same. I thought it was very, very strange how it was worded at the presser.

HALIFAX, Nova Scotia, Oct. 07, 2026 (GLOBE NEWSWIRE) -- The Canadian Corps of Commissionaires (“Commissionaires”), Canada’s only national not-for-profit security company and the country’s largest employer of veterans, announced that it has partnered with Brassets Group Canada (“Brassets”), a specialist security technology company that designs, engineers and delivers security solutions for high-consequence environments.

“Today’s emergent threats reach deeper into every level of our society than has ever been the case in the history of our country, directly targeting Canadian households, livelihoods, and critical infrastructure,” said Michael Langlais, Vice President, Risk Development, Commissionaires. “For over a century, Commissionaires has defended Canadians. This partnership with Brassets allows us to learn from the experience of our most like-minded allies, meet emergent threats, and secure not just the Canadian Armed Forces bases that we guard, but every level of Canadian society over the century to come.”

The relationship combines Commissionaires’ skilled veteran workforce and national footprint with Brassets’ expertise in delivering comprehensive security solutions for the Australian Defence Force, pairing operational experience with advanced integrated security technology solutions. The partnership is designed to help clients at every level of society benefit from military-grade security solutions.

“The future of security is about using technology to do the heavy lifting,” said Jacky Stickler, Director of Global Strategy & Business Development, Brassets. “Together, Brassets and Commissionaires bring advanced integrated technology and experienced operators into mission-critical environments, delivering earlier warning, faster verification and a clearer operating picture so teams can act with confidence.”.

Built on Trust. Powered by Veterans. Transformed by Technology.

Together, we are committed to the total defence of Canada.

ABOUT COMMISSIONAIRES

Commissionaires is Canada’s only national not-for-profit security company and largest employer of veterans. Founded over a century ago to provide meaningful employment to veterans, it is a uniquely Canadian not-for-profit that secures Canadian Armed Forces bases and most federal government facilities, including those most sensitive to national security. We defend every level of Canadian society, from protecting critical infrastructure, industrial, and commercial clients, to providing by-law enforcement and special constabulary services for municipalities. Whether providing cybersecurity, background screening, fingerprinting, investigations, training, or threat and risk assessments, Commissionaires strengthen sovereign security capacity and national resilience as a key actor in Canadian public safety.

ABOUT BRASSETS

Brassets Group Canada designs and delivers integrated security capability for defence, critical infrastructure and other mission-critical environments. Drawing on more than two decades of Brassets Group experience, including extensive work supporting the Australian Defence Force, the company brings proven allied security expertise into the Canadian market.

Brassets connects advanced sensing, surveillance, analytics and command-and-control technology with the people responsible for operating and responding to it, creating one cohesive security system rather than a collection of standalone technologies.

OOR’s persistent USVs and XplorerView C2 platform will be paired with ENVGO’s USVs to demonstrate a Canadian-built approach to distributed maritime awareness.

HALIFAX, NOVA SCOTIA, CANADA, October 7, 2026 /EINPresswire.com/ -- As Canada’s investment in uncrewed and autonomous systems grows and the Royal Canadian Navy begins testing uncrewed technologies across maritime domains, ENVGO and Open Ocean Robotics are responding to the call by signing a Memorandum of Understanding (MOU) to bring together ENVGO’s high-speed hydrofoiling uncrewed surface vessels (USVs) and Open Ocean Robotics’ persistent, solar-powered USVs through Open Ocean Robotics’ XplorerView command-and-control platform.

The collaboration will use XplorerView as a common operating environment for Open Ocean Robotics’ persistent USVs and ENVGO’s high-speed USVs, creating a foundation for coordinated uncrewed maritime operations. The combined approach means more eyes on the water across Canada’s vast coastlines and Arctic approaches, without adding crew or large vessels.

The companies will jointly define integration milestones, interfaces, and demonstration objectives.

ENVGO’s Uncrewed Surface Vessel Platform

ENVGO is building a family of uncrewed surface vessels on a common technology platform of onboard autonomy, electric and hybrid propulsion, and hydrofoils, designed to scale across vessel sizes and missions within Canada's future hybrid fleet. The platform's underlying hydrofoil technology has logged more than 300 hours of testing and 1,000 kilometres of open-water foiling.

XV2, the first autonomous vessel on the platform, is Canada's only dual-mission-mode micro-USV: it sprints to a mission area at up to 25 knots on its hydrofoils, then loiters for efficient, low-signature intelligence, surveillance and reconnaissance (ISR).

XV2 delivers capability usually associated with much larger vessels in a compact 2.0-metre, 68-kilogram hull that one person can deploy with minimal launch infrastructure. XV2 went from concept to in-water trials in under six months and is now available for private demonstrations to Canadian defence and security customers.

ENVGO is led by the team behind Aeryon Labs, whose SkyRanger uncrewed aircraft system was deployed in more than 35 countries.

Open Ocean Robotics’ Platform

XplorerView is Open Ocean Robotics’ secure, cloud-based command-and-control maritime intelligence platform, designed to manage multiple uncrewed vessels and bring vessel, sensor, and mission data into a common operational picture. Operators can plan and control missions, monitor system health, and integrate AIS, radar, camera, sensor, and navigation data in one environment.

XplorerView has been proven through years of DataXplorer operations. Open Ocean Robotics’ solar-powered, self-righting DataXplorer USVs are field-proven across three ocean basins, with more than 13,000 operational hours at sea, continuous deployments exceeding 30 days, and operations in conditions up to Sea State 7. Their long endurance, onboard sensors, AI-enabled detection, and satellite communications provide persistent maritime awareness without onboard crew or propulsion fuel.

At DEFSEC Atlantic

The MOU was signed at DEFSEC Atlantic where both companies are holding private briefings with government, defence, and industry stakeholders. Briefings can be arranged through the media contacts below.

About ENVGO

ENVGO is a sovereign Canadian marine technology company developing high-performance autonomous vessels for defence, security and commercial markets. From the team behind Aeryon Labs and the SkyRanger UAS, ENVGO brings two decades of uncrewed-systems experience to the water. Its XV2 micro-USV combines autonomy, electric and hybrid propulsion, hydrofoils and real-time controls to provide a practical, rapidly deployable platform for maritime awareness – without the logistical demands of a larger USV or the personnel risk of a conventional crewed vessel.

Noah Note: Two great Canadian companies. Im happy to see Open Ocean expand XplorerView to new companies. I'vehad a chance before to get the run down in it, it's a very capable, wonderful piece of technology and a great system for integrating large numbers of Autonomous Systems. I think there is a lot of potential there for them to really expand the capabilities it offers, and this is one area where they could.

ENVGO is another interesting company, young but as they said coming out of Aeryon Labs. XV2 is another interesting concept 2-metre in length, 68kg, one person launchable. It foils out at up to 25 knots, then settles down to loiter quietly and watch. It's still new, went from concept to water trials in under six months, but has apparently had several successful demonstrations.

I love seeing smaller companies come together. This is a great example. The ecosystem benefits when smaller companies can team up independently and find success.

Montreal: October 7, 2026 – AtkinsRéalis, a world-class engineering services and nuclear company with offices around the world, and DRAKKAR, a Canadian leader in aerospace and industrial services, have signed a non-binding Memorandum of Understanding (MoU) to explore strategic collaboration in support of Canadian defence programs.

Announced during DEFSEC Atlantic in Halifax, the MoU was signed at the Québec Pavilion in the presence of Investissement Québec. Bringing together two proudly Canadian, Montreal-headquartered companies with complementary capabilities, AtkinsRéalis and DRAKKAR are joining forces to explore made-in-Canada defence solutions. The collaboration will explore opportunities across the air, land and maritime domains; including services such as acquisition, modernization, mobilization, in-service support, and the long-term sustainment of complex defence platforms, systems and infrastructure. This could create a Canadian lifecycle-delivery model that connects engineering and program integration with industrial execution, maintenance, logistics, manufacturing services and scalable operational capacity.

“AtkinsRéalis and DRAKKAR bring together complementary Canadian capabilities to support defence programs from acquisition and modernization through long-term sustainment,” said Stéphanie Vaillancourt, President, Canada, AtkinsRéalis. “By combining our engineering, systems integration, program management, operations and maintenance, and asset management expertise with DRAKKAR’s capabilities in aerospace maintenance, logistics and manufacturing services, we can help strengthen Canada’s defence capacity, supply-chain resilience and long-term operational readiness.”

The President and CEO of the DRAKKAR Group, Benoit Hudon, reiterated the importance of creating defence partnerships in the current context, which is particularly favourable to the development of the Canadian markets. “Building strong partnerships with established Canadian companies that already have the capabilities, infrastructure and workforce in place is essential to strengthening Canada’s defence industrial capacity. By combining complementary expertise such as AtkinsRéalis’ and DRAKKAR Group’s existing Canadian footprints, we can accelerate defence readiness, deliver greater value to government and contribute meaningfully to Canada’s sovereignty objectives,” said Mr. Hudon.

AtkinsRéalis & DRAKKAR: a Uniquely Canadian Team

AtkinsRéalis’ global Defence expertise includes supporting the Global Combat Air Programme (GCAP) in the UK, which Canada has announced its intention to join as an observer. The Company has been a top-five supplier of Defence Construction Canada over the last five years, with an active presence on the majority of military bases in Canada. AtkinsRéalis previously provided operations and maintenance services for the Royal Canadian Navy’s minor warships and auxiliary vessels fleet.

DRAKKAR complements these capabilities through an integrated Canadian industrial operation in the sectors of aerospace, defence and ground transportation. Through its three lines of service, DRAKKAR Group is ready to support defence programs. Its aircraft maintenance operations, strategically located in Mirabel, Quebec, include heavy maintenance, cabin integration, line maintenance, mobile repair services and ground handling. It also provides third-party logistics services, including warehousing, inventory management, kit preparation, freight, and transportation, with a footprint in North America. Finally, its integrated manufacturing services, delivered across borders, cover manufacturing engineering, production support, assembly, production, retrofit, field services and technical workforce across key sectors, providing valuable support to its customers.

Potential areas of collaboration include fleet sustainment, defence aviation support, supply-chain solutions, platform modernization, Arctic mobility, program transition, localization, knowledge transfer and the development or expansion of Canadian in-service support capabilities.

By bringing their services together, AtkinsRéalis and DRAKKAR aim to provide Canadian government customers, prime contractors, and original equipment manufacturers operating in Canada’s defence industry with access to a broader domestic delivery capability. The collaboration is intended to strengthen Canadian industrial participation, specialized skills and supply chains, while offering large foreign contractors a made-in-Canada option.

About AtkinsRéalis

Created by the integration of long-standing organizations dating back to 1911, AtkinsRéalis is a world-class engineering services and nuclear company dedicated to engineering a better future for our planet and its people. We create sustainable solutions that connect people, data and technology to transform the world’s infrastructure and energy systems. We deploy global capabilities locally to our clients and deliver unique end-to-end services across the whole life cycle of an asset including consulting, advisory & environmental services, intelligent networks & cybersecurity, design & engineering, procurement, project & construction management, operations & maintenance, decommissioning and capital advisory services. The breadth and depth of our capabilities are delivered to clients in strategic sectors such as Engineering Services and Nuclear, as steward of CANDU® nuclear technology. News and information are available at www.atkinsrealis.com or follow us on LinkedIn.

About Drakkar Group

DRAKKAR Group is a privately owned Canadian group providing specialized services across the aerospace, defence and ground transportation sectors. Through its affiliated companies, DRAKKAR delivers integrated capabilities across three core service lines: maintenance, manufacturing and logistics & supply chain. With an established Canadian footprint, experienced workforce and proven industrial capabilities, DRAKKAR supports OEMs, operators and major industry partners with scalable solutions designed to meet complex operational requirements. DRAKKAR brings together more than 2,200 dedicated professionals, with credentials held across its affiliates that include registration in Canada’s Controlled Goods Program (CGP), Facility Security Clearances (FSC) and ISO 27001 certification. News and information are available at www.drakkar.com or follow us on LinkedIn

Noah Note: A good partnership, non-binding and such. Drakkar is trying really, really hard to break into the Defence space more. They want more defence work, and are moving as such. AtkinsRéalis is also trying to build up more partnerships in anticipation for things like GCAP and CPSP.

I take note of the GCAP mention. Obviously Atkins is involved in the UK side of Edgewing, and have good reason to try and leverage that in a potential Canadian enviornment. There is also goodwill to be won. While Canada has no Industrial stake or percentage as an observer, that doesn't exclude Canadian companies from psrticipating through fair competition and collaboration.

AtkinsRéalis holds a very unique position in that regard as already being inside the ecosystem, and being able to leverage that as a ‘door’ to Canadian Industry looking to paraticipate. Unless you're CAE. CAE probably gets into GCAP just by breathing. That's a seperate thing though.

Either way, I like to see industry collaborate, and I see nothing bad on this front.

Canadian-designed EdgePod brings compute, AI acceleration, storage and networking to the tactical edge in a compact, low-power platform

VICTORIA, BC, CANADA, October 6, 2026 /EINPresswire.com/ -- Green Edge Computing Corp. (GECCO), a Canadian developer of compact and ruggedized edge computing infrastructure is bringing its next-generation GECCO EdgePod to Halifax NS, demonstrating a Canadian-made platform for secure, sovereign artificial intelligence and computing at the tactical and operational edge.

Designed for environments where conventional data-centre infrastructure or continuous cloud connectivity may not be practical, the EdgePod integrates compute, AI acceleration, storage, networking and system management in a compact, low-power platform.

The architecture enables defence and security organizations to process information closer to where it is generated and used, supporting applications such as sensor processing, data fusion, computer vision, AI inferencing, command-and-control and decision support.

“Defence organizations increasingly need sophisticated computing and AI capabilities in places where traditional data centres and dependable cloud connectivity may not be available,” said Jeff MacMillan, CEO of Green Edge Computing Corp. “The EdgePod is designed to bring meaningful computing capability directly to the mission while reducing the space, power, cooling and infrastructure normally required.”

The EdgePod’s modular EdgeCard architecture can support x86 computing, GPU and NPU acceleration, high-capacity NVMe storage and networking within the same platform. It is designed to operate as a compact “cloud-in-a-box”, capable of hosting virtual machines, containers, conventional applications and AI workloads close to operational users and sensors.

Local processing can reduce communications bandwidth requirements and latency while allowing sensitive information to remain within a defined operational or security boundary. This makes the platform relevant to sovereign and air-gapped architectures where organizations need greater control over where data is stored, processed and accessed.

Potential defence and dual-use applications include C4ISR, intelligence and surveillance, autonomous systems, maritime operations, deployable headquarters, Arctic operations, emergency response and critical infrastructure.

GECCO designs and develops the EdgePod in Victoria, British Columbia, with an emphasis on Canadian intellectual property, domestic manufacturing capability and supply-chain resilience.

“Data sovereignty also depends on having trusted infrastructure on which to run applications and AI,” MacMillan said. “Our objective is to provide Canadian and allied organizations with a practical hardware foundation for deploying secure computing wherever it is needed.”

While attending DEFSEC Atlantic 2026 (October 6–8 in Halifax, Nova Scotia), take a break and meet with GECCO and see a live demonstration of the GECCO EdgePod. Reach out to contact@g3cco.com or call 1-855-EDGEPOD for an appointment.

HALIFAX, Nova Scotia — [October 7th, 2026] — Galaxia and Maritime Launch Services Inc. (CBOE: MAXQ, OTCQB: MAXQF) (MLS) today announced that Galaxia will develop and supply an Autonomous Flight Safety System (AFSS) for Maritime Launch, supporting launch operations from Spaceport Nova Scotia and advancing Canada’s sovereign space-launch capability.

The AFSS will be designed to process launch vehicle sensor data onboard and determine whether termination criteria have been met, reducing reliance on traditional ground-based range safety processes and enabling a more automated, resilient, and scalable approach to launch safety. Drawing on Galaxia’s expertise in space-qualified computing, real-time data processing, and high-reliability spacecraft systems, the AFSS will be developed as a dedicated system for demanding and challenging launch environments. It will incorporate redundant radiation-hardened controllers, deterministic real-time signal processing, multi-sensor data fusion for vehicle health monitoring, and a space-grade independent power system to support reliable operation under mission-critical conditions.

Both companies are headquartered in Atlantic Canada and are contributing to Nova Scotia’s position as Canada’s defence capital. The partnership brings together Maritime Launch’s launch infrastructure and operations expertise with Galaxia’s flight computing, and mission-critical technology development capabilities, reinforcing the region’s growing role in space, defence, and advanced manufacturing.

“This partnership demonstrates how Atlantic Canadian companies are building the technologies needed for Canada to launch, operate, and protect critical space assets from Canadian soil,” said Lucas Rowlands, VP, Mission Operations at Galaxia. “By developing an autonomous flight termination capability here in Nova Scotia, Galaxia is helping deliver the resilient, sovereign systems Canada needs for the next era of space access.”

The development program is being funded by Maritime Launch Services with support through the National Research Council of Canada Industrial Research Assistance Program (NRC IRAP). The investment supports the development of Canadian technology and domestic capability for safe and reliable launch operations.

“Maritime Launch is building the launch capability Canada needs to serve commercial, civil, and defence customers,” said Melissa Quinn, VP, Spaceport Operations at Maritime Launch Services. “Working with Galaxia allows us to draw on world-class engineering talent from Atlantic Canada while strengthening the domestic supply chain that will support safe, reliable, and sovereign launch operations.”

Atlantic Canada’s space sector is emerging rapidly, with launch infrastructure, satellite manufacturing, mission operations, and enabling technologies developing across the region. Through this collaboration, Galaxia and MLS are helping position Nova Scotia and Atlantic Canada as leaders in the next generation of Canadian space capability, creating high-skilled opportunities and supporting national security, economic resilience, and technological independence.

About Galaxia

Galaxia is a Canadian space technology company developing advanced satellite platforms and mission infrastructure for commercial, civil, and defence customers. Through its MissionOne program and next-generation spacecraft platforms, Galaxia is helping enable responsive and sovereign space capabilities for Canada and its allies.

About Maritime Launch Services

Maritime Launch Services Inc. (CBOE: MAXQ, OTCQB: MAXQF) is a Canadian-owned commercial space company based in Nova Scotia. Maritime Launch is developing Spaceport Nova Scotia, a dual-use spaceport designed to support both civil and defence-related space missions. Spaceport Nova Scotia will provide satellite launch services to the Government of Canada and domestic and international clients across the global commercial space market, supporting a wide range of orbital inclinations from a single location.

Spaceport Nova Scotia is Canada’s first orbital launch complex, enabling small and medium launch vehicles to place satellites into low Earth orbit.

Noah Note: The slow build-up of MLS continues. It's still hard to imagine them in the position they are. It will likely always feel that way honestly. It's just… strange I guess. A bit fantastical in nature. You get those feelings sometimes, like things are happening that shouldn't in the timeline. Weird, but I do support it. Whatever capacity we can get.

Im happy to see Galaxia here as well. Such a wonderful company, with a great, passionate team. The comoany was founded in 2020 out of the Dalhousie ecosystem. Most of you probably know them for their "software-defined" satellites, whose onboard computers can be reprogrammed in orbit to run new applications, including AI.

They've since moved into providing orbital compute infrastructure, including for real-time threat detection and intelligence, as a service. To support that, the company recently launched it's next-generation onboard computer Onyx Edge, whixh replaces their original Raven system. The companies first satellite, MÖBIUS-1 launched last June, the first commercial satellite designed and built in Atlantic Canada.

Galaxia has already had some fair success in its short life. It received a DRDC contract last year to design, build, launch, and operate the Canadian Tactical Operations Satellite on its in-house Halifax-Class nanosatellite bus as part of the Space LEO program.

The company will also carry California-based Apolink's hybrid optical-RF inter-satellite link demo on its spacecraft in 2027 as a hosted payload under it's MissionOne banner.

A small but very capable company, and I am happy to see them get some love here. They absolutely deserve it! It's amazing to see Canada’s space industry really start to do cool things.

MIRABEL, Québec, Oct. 07, 2026 (GLOBE NEWSWIRE) -- Volatus Aerospace Inc. (TSX: FLT) (OTCQX: TAKOF) (Frankfurt: ABB.F) (“Volatus” or the “Company”), a Canadian-headquartered global aerospace and defence company, today announced that it has completed delivery of the uncrewed aircraft fleet under the initial approximately C$4.5 million tranche of its previously announced ISR training system contract with a NATO partner.

The contract, announced on December 15, 2025, has a potential aggregate value of up to C$9 million. The customer has begun exercising its option under the second tranche, with Volatus receiving additional orders under the previously announced contract. The unexercised balance remains available at the customer’s option through the end of 2027.

The fleet addresses an immediate training requirement by enabling defence personnel to develop foundational skills in drone flight, navigation and basic intelligence, surveillance and reconnaissance (ISR). The systems are designed for repeated use by new operators in controlled training environments, allowing personnel to build confidence and practical experience before progressing to more advanced operational platforms.

“This delivery represents an important milestone in the continued growth of our defence business,” said Glen Lynch, CEO of Volatus. “It demonstrates our ability to respond to clearly defined allied requirements with practical, scalable uncrewed solutions. Just as importantly, it strengthens our relationships with NATO allies and positions Volatus to support the growing demand for uncrewed systems, training and sustainment worldwide. The additional orders demonstrate continued customer commitment to the program and reinforce our ability to bring together aircraft, integration, training and support to meet allied requirements.”

This delivery completes the initial fleet shipment following the supply-chain disruptions previously disclosed in the Company’s quarterly reporting.

The program includes a fleet of durable, commercially derived training aircraft, integrated control interfaces, technical and operational documentation, instructor familiarization, warranty coverage and lifecycle support. The systems feature intuitive controls and automated safety functions suited to personnel with limited prior UAS experience.

Specific system configurations remain confidential under the terms of the agreement.

As NATO members increase their adoption of uncrewed technologies, the ability to develop trained operators is becoming an essential component of defence readiness. Volatus’ combination of aircraft, integration, training and sustainment capabilities enables the Company to address immediate customer requirements while supporting the longer-term development of uncrewed aviation capacity.

“Training is foundational to the effective adoption of uncrewed systems,” added Lynch. “This program gives new operators the tools and experience they need to begin building that capability, while creating a pathway toward more advanced systems and applications.”

The delivery adds to Volatus’ growing defence portfolio and provides a foundation for potential follow-on orders and broader opportunities across allied markets.

About Volatus Aerospace

Volatus Aerospace is a Canadian-headquartered global aerospace and defence company delivering intelligence and cargo solutions through piloted and remotely piloted aircraft systems. With operations, training programs and strategic partnerships spanning multiple continents, Volatus supports government, defence and commercial customers worldwide. The Company leverages advanced technologies, remote operations expertise and aviation experience to solve complex operational challenges in demanding environments.

Canadian industry and Indigenous enterprise unite with international expertise to support RAGNAR project and the future readiness of the Royal Canadian Air Force.

QinetiQ Group Canada Inc., Serco Canada Inc., Des Nedhe Group Defence, Cold Lake First Nations Defence Ltd. and Arcfield Canada Corp. have announced the formation of Team StrīQ, formalizing their collaboration to pursue Canada’s Range Advancement Generation Next & Airspace Revitalization program, known as RAGNAR project.

With Canada solely focused on the recapitalization of defence industries and comparable allied capabilities, now is the appropriate time to build a next-generation and best in class training program that also envisions broad economic development and Indigenous opportunities.

Team StrīQ has the capability to position Canada as a leader within middle power and allied nations and accelerate the repositioning of Canada’s defence capabilities within NORAD, NATO, and Five Eyes. This Canadian-led initiative also puts Canadian sovereignty and readiness at the centre of its approach, supporting Canadian control of critical data, security and operational priorities.

Team StrīQ combines expertise across training, managed services, systems integration, aerospace engineering and through-life support. The team’s proposal aims to create opportunities for Canadian companies, Indigenous enterprises, academia and regional workforces, strengthening domestic skills, supply chains, innovation and infrastructure. It will enable the creation of high-quality jobs while building local expertise in Goose Bay and expanding the military training ranges at Cold Lake and Bagotville. The economic impact of this initiative will reinforce Canada’s leadership in this strategic sector.

Corrie Dale, Managing Director, QinetiQ Canada, said: “Ensuring Canada’s next-generation aircraft and systems are matched by a next-generation training environment is the principal driver behind Team StrīQ’s proposal. QinetiQ has a long- term partnering agreement with the UK Ministry of Defence to ensure mission-critical capability is safe, interoperable and operationally ready. We look forward to bringing state-of-the-art expertise developed over many years to support Canada’s ambitions.”

Natasha McLean, Managing Director of Serco Canada, said: “We’re excited to be part of Team StriQ and build on our 30-year partnership with Canada’s Armed Forces. Our proven expertise in next-generation live and virtual training can ensure the Royal Canadian Air Force can test, train and exploit operational capabilities today and for years to come, all while boosting Canada’s defence industry and economy.”

Des Nedhe Group Defence and Cold Lake First Nations Defence Ltd. bring Indigenous business leadership, regional knowledge and long-term economic participation to the team.

Grant Oliver, President DNG Defence, said: “RAGNAR is one of the most important defence investments Saskatchewan and Alberta will see in a generation. DNG Defence and Cold Lake First Nations are committed to making sure it builds lasting Indigenous businesses, careers and prosperity across western Canada, while giving the RCAF the world-class training range it needs to better protect our borders and support our allies.”

Team StrīQ is fully committed to supporting Canada’s future operational readiness and connecting live aircraft, synthetic systems, advanced threat environments, telemetry, secure networks, data services and training centres as an integrated system.

Chief Kelsey Jacko, Cold Lake First Nations (CLFN Defence LP), said: “The Cold Lake Air Weapons Range is located within our traditional lands, and Cold Lake First Nations is committed to supporting its protection while helping advance RAGNAR project. Through CLFN Defence, we bring Indigenous-led business solutions, regional knowledge and practical capabilities that complement Team StrīQ’s mission and strengthen the delivery of a modern, sovereign training environment for Canada. This partnership creates an opportunity to demonstrate how First Nations expertise and enterprise can contribute directly to defence readiness while creating lasting benefits for our people, Canada, and future generations.”

Team StrīQ will develop its approach around Canada’s operational, technical, security and environmental requirements, subject to the Government of Canada’s acquisition decisions and procurement processes.

Luc Sabourin, Vice President, Arcfield Canada, said: “Arcfield Canada is proud to be part of Team StrīQ, bringing decades of Canadian aerospace and defence expertise to Project RAGNAR. Our platform agnostic capabilities will help sustainment advanced systems and support the RCAF’s long-term operational readiness while strengthening Canada’s sovereign defence capabilities.”

Team StrīQ is supported by D-TA Systems, Inzpire, the University of Alberta, the Northern Alberta Institute of Technology and Raymond EMC.

Noah Note: A very strong team coming out of the gate. For those that don't know, RAGNAR (Range Advancement Generation Next & Airspace Revitalization) is a $1 billion project that aims to modernize the training infrastructure behind Canada's fighter fleet as it transitions to the F-35. It is centered on the Cold Lake Air Weapons Range, with Bagotville's Military Flying Area serving as a regional hub.

Planned capabilities include expanding the test range through adding nearly ten times more available airspace, investing in new target complexes, range command-and-control and surveillance, threat surrogates, and a blended live and synthetic training environment that will also tie fighters into joint simulation and test networks.

A contract award is targeted for 2026/27, with IOC expected in 2029 and FOC in 2031/32. This is a strong team again out the gate. Qinetic had previously been contracted to develop a roadmap for modernizing the RCAFs air weapons ranges back in 2020. They also have a long-term deal with the UK MOD to modernize and operate the air ranges at MOD Aberporth and MOD Hebrides.

Serco have obviously been involved at Goose Bay for decades now, are a key subcontractor on FaCT, and important for this we're just rewarded last year the AFMS3 contract by the USAF for simulator and training services at more than 20 locations, building off their acquisition of Northrop Grumman's Mission Training and Satellite (MT&S) business.

Arcfield also leads support on the US Army's HyTEMPS II hypersonic test program, providing flight telemetry, data collection, secure communications and test architecture design. Thats experience that will be very importsnt to have in the coming years as we look to future Low-Observable and Hypersonic platforms as our primary threat vectors.

Getting CLFN and DNG Defence in here is also a great move to increase indigenous participation, especially as much of the future airspace will cross Indigenous communities across Northern Alberta, Saskatchewan, and the Territories. Getting those communities involved is always important for such large-scale projects such as these, especially as we look to help build capscity and skilled workforces in our Indigenous communities. Projects like these provide mountains of opportunity.

Also mentioned here are the likes of D-TA, Inzpire, and building educational partnerships with institutions like the University of Alberta and NAIT. D-TA is another great company, whom is already providing a proof of concept EW range systen for training Belgian Defence pilots. That THREAT system tracks aircraft and points emulators at them to evaluate EW tactics on a flying range, incredibly similar to what we wanna see with RAGNAR.

Overall? A very experienced, strong team coming out of the gate here, with bith Educational and Indigenous participation right out of the gate. Both of which are very important to have in todays ecosystem, and great to see.

The Government of Canada has stated that the Canadian Patrol Submarine Project (CPSP) is intended to replace the Victoria-class fleet with up to 12 modern submarines. This will create a long-term requirement for the people, organisations and industrial capabilities needed to support those platforms throughout their lifecycle.

As Canada advances its plans for a new generation of submarines, BMT has launched a domain-intensive learning initiative designed to build awareness, knowledge and interest in the specialist skills required to support the country’s future submarine capability.

The in-person, expert-led submarine course, delivered by BMT specialists, provides an introduction to submarine systems, operations and sustainment, as well as the broad range of disciplines that contribute to an effective and enduring underwater capability.

The initiative comes at an important time for Canada’s submarine enterprise. Much of the country’s existing submarine expertise is engaged in supporting the Victoria-class fleet, creating a need to develop additional submarine knowledge and expertise to support the potential growth of Canada’s future submarine fleet.

While platforms are central to future capability, their long-term effectiveness will depend equally on the people, industrial capacity and shared technical understanding required to acquire, operate, maintain and modernise them over decades of service.

Building capability before it is needed

Submarines are among the most complex engineering systems in service today. Supporting them requires expertise across a wide range of disciplines, including naval architecture, marine and mechanical engineering, electrical engineering, systems engineering, software and cybersecurity, logistics and sustainment, safety and assurance, project management, technical maintenance and support, and training and operational readiness.

BMT recognises that developing Canada’s future submarine expertise must begin well before new platforms enter service.

The initiative is designed to help technical specialists, industry partners, government organisations and professionals develop a better understanding of how submarines operate, why they matter and how their existing skills can contribute to Canada’s future submarine capability.

A key element of the course is understanding how and why submarines differ from surface vessels; operating below the surface introduces unique engineering, operational and safety considerations that require a different approach from that used for conventional surface vessels.

A resource for Canada’s broader submarine enterprise

The programme has been developed for existing and emerging stakeholders across Canada’s growing submarine enterprise. By strengthening understanding of conventional submarine engineering, operations and sustainment, the initiative aims to contribute to a more informed, connected and resilient submarine ecosystem.

As Canada’s submarine enterprise evolves, collaboration among government, industry, suppliers and the skilled workforce that supports them will be vital. The in-person course gives participants an opportunity to develop a broader and technical understanding of submarine operations, sustainment and the capabilities required to support them.

Drawing on established submarine enterprises

BMT has supported complex maritime and defence programmes across Canada and North America, the United Kingdom and the Asia-Pacific region, including Australia, spanning submarine design, engineering, sustainment, safety and through-life support. This experience informs the Canadian initiative, bringing practical perspective from established submarine enterprises while recognising that Canada’s future capability must reflect its own operational, industrial and sovereign priorities.

The initiative also sits within BMT’s wider international education and training offer. BMT’s global training portfolio includes its Submarine Design and Engineering Course offered in Australia, Warships 101 and Whole Life Warship Capability Management training. Across adjacent maritime markets, BMT also provides learning on the operational, safety, regulatory and organisational implications of emerging technologies, including maritime autonomy.

The need to develop people and knowledge alongside platforms is also evident in allied submarine and advanced-capability programmes internationally. AUKUS – the partnership between Australia, the United Kingdom and the United States – has placed workforce development, industrial readiness and the ability to sustain increasingly complex technologies at the centre of long-term undersea capability planning. Under AUKUS Pillar II, partners are accelerating work on advanced capabilities including undersea systems, autonomy, artificial intelligence, quantum technologies, cyber and electronic warfare, with a focus on converting technology into deployable capability at pace.

For Canada, the relevance is not in replicating another nation’s programme, but in learning from the common challenge facing allied maritime communities: ensuring that technical skills, assurance, sustainment and systems-thinking develop alongside increasingly complex capabilities.

Supporting Canada’s future workforce

Emily Spurling, Regional Business Director, North America, BMT, said:

“New submarines alone will not deliver capability; capability comes from people, knowledge and experience. As Canada prepares for its next generation of submarines, we have an opportunity to inspire interest, share knowledge and help develop the skills needed across government, industry and the supply chain. This course is designed to contribute to that long-term effort.”

Graeme Nayler, Regional Business Director, Asia-Pacific, BMT, said:

“AUKUS demonstrates that advanced undersea capability is not defined by technology alone. It depends on whether nations can assure, integrate, operate and sustain that technology at the speed at which it is evolving.

“The lesson from the AUKUS conversation is that workforce development cannot be treated as a downstream activity. Skills, assurance, sustainment and cross-domain understanding need to develop alongside new platforms and technologies, from the earliest stages of a programme.

“Canada’s future submarine enterprise has its own distinct requirements and priorities. However, there is clear value in sharing lessons across allied maritime communities – particularly as submarine programmes become more digitally connected and as uncrewed systems, data, autonomy and cyber resilience become increasingly important to the wider undersea environment.”

That distinct undersea context is exactly what the course sets out to explain. The learning initiative is launched as DEFSEC Atlantic opens in Halifax on 6 October. The event brings together the people and organisations that will be central to Canada’s future defence and marine capability, and provides a timely forum to consider the skills, knowledge and partnerships needed alongside long-term platform investment

Noah Note: BMT, like many, are obviously trying to get theor fsor share of the CPSP ISS and auch initatives while they can. BMT is a member of Team Victoria-class along with Babcock and Seaspan, and were notably very quiet and somewhat excluded during the CPSP competition, having had discussions with both Hanwha and TKMS, but never translating those into actual agreements.

So they're back making their case here. This is as much a “Why we should” as it is about the training, which is still important. As one of the only companies with experience in Canada’s submarine ecosystem, no matter what, that gives BMT a base to work off of when looking at initatives like this. I always welcome training investment, especially when we already recognize we have much work to do on personnel and skilled workers.

Unlike the KSS-III, whoch somwwhat had the advantage of having some commonality in steel and existing supply chain with the Victoria-class, the 212CD has almost none of that. Different type of steel, different Weapons Launch Sytem, technically soon-to-be different periscope, all of which there was some commonality there.

That isn't always a bad thing, but it does mean the internal capacity we do have won't translate as seamlessly. That means more work to be done, and a bigger desire to have those pipeline start functioning. That includes the introductory, which this aims to tackle.

Either way, I welcome it. I'll again jever hate on teaining amd education initatives unless they serve almost zero purpose, this at least does something.

SASKATOON, SK, Oct. 6, 2026 /CNW/ -- Airbus Helicopters in Canada is supporting the development of advanced aerospace training opportunities for Indigenous communities through a partnership with the Saskatchewan Indian Institute of Technologies (SIIT).

Airbus will provide SIIT instructors and students with access to leading-edge helicopter maintenance training tools and technologies, while supporting the continued development of its Aircraft Maintenance Engineer (AME) program

“Access to this equipment means our students can build their skills with technology connected to the aircraft they may encounter in the industry,” said Riel Bellegarde, President and CEO of SIIT. “We are grateful to Airbus for investing in Indigenous learners with this state-of-the-art technology and helping SIIT create more pathways into aviation careers.”

“This partnership is about creating lasting capability and opening more pathways into Canada’s aerospace industry,” said Dwayne Charette, President, Airbus Helicopters in Canada. “SIIT is doing important work to equip Indigenous learners with the skills and opportunities they need to build successful careers in aerospace, and we are proud to support that work. By bringing H135 training capability to SIIT, we are investing not only in students today, but in the strength and growth of Canada’s aerospace workforce for years to come.”

The donation supports the objectives of the Government of Canada’s Industrial and Technological Benefits (ITB) program, which encourages investments that strengthen Canadian industry, skills, and capabilities. The donated equipment, initially used to support technician training associated with the FAcT program, includes H135 flight control, fuel system, main gearbox and tail unit training equipment, as well as Helionix Advanced Tool Simulator (HATS). HATS is a portable, simulator-based system designed for realistic avionics and cockpit training.

The Saskatchewan Indian Institute of Technologies (SIIT) is Canada’s largest credit-granting Indigenous post-secondary institution, and Saskatchewan’s exclusive provider of Aircraft Maintenance Engineer training. The Airbus H135 was selected for Canada’s Future Aircrew Training program, with 19 aircraft to be delivered to the Royal Canadian Air Force and designated the CT-153 Juno. The program will support the training of the next generation of RCAF aircrew while generating broader benefits for Canada’s aerospace and defence sector.

After a good wait, the updated Defence Investment Agency is finally on full display. Bill C-40 refines the work done in Bill C-31 and provides a revamped DIA, with a new organization, a shift in authorities, and as some are likely to say, a step back from some of the more controversial aspects of Bill C-31.

If Bill C-40 is anything, it is a Bill of authorities and delegations. A lot of the bigger changes we see from Bill C-31 come from the division of power between various departments or stakeholders. The core authorities, most of them, from Bill C-31 are still here. They have not been whisked away or banished to the aether forever forgotten.

The whole Bill is under 40 pages, and a decent chunk is restating things from Bill C-31 or minor changes. We will still go through things, but I do highly recommend reading our piece on Bill C-31, as it is still relevant to the authorities being granted and is still important to see how things have shifted.

But we’ll get more into that as we go through things. For now, let’s get into the bill itself.

Bill C-40, formally an Act respecting production, procurement and investment in relation to national defence and national security, is split into three parts. Part one sets up the Canadian Corporation for Defence Investment as a Crown Corporation. Despite the official name, it can still operate as the Defence Investment Agency. The Act itself uses Corporation as the preferred term, so to align with that, we will as well when discussing the Act.

It also creates an Associate Minister of National Defence for Procurement. The bill itself doesn’t give this new minister any specific duties. Instead, Cabinet decides which of the Defence Minister’s responsibilities get handed over.

The Associate Minister of National Defence for Procurement is also not automatically the DIA Minister. The DIA’s minister is technically whichever member of the Privy Council that Cabinet designates, so they could choose to assign that responsibility to someone else. In practice though, it’s clear to see the direction here.

The Associate Minister falls under the Defence banner, as opposed to the separate, standalone setup Bill C-31 had. Everyone is assuming that this new position will also replace the Secretary of State for Defence Procurement role that Fuhr has, which is a fair assumption but still unconfirmed.

Part 2 rewrites the Defence Production Act and renames it the Defence and National Security Production and Procurement Act. We will get deeper into that later, but the key point for now is that unlike Bill C-31, which put most of these authorities and the DPA under the new DIA Minister banner, Bill C-40 reverses this and keeps those powers with the Minister of Government Transformation, Public Works and Procurement, under the PSPC banner, as opposed to locking them out.

Part 3 sets up a review, repeals the DIA division of Bill C-31 if that bill passes, and covers how it will come into force.

The Corporation and Its Mandate

The corporation is its own legal person, with the same capacity and powers as a natural person. It is an agent of the Crown, though Cabinet can declare it isn’t one when it’s carrying out activities that Cabinet specifies. Likely that is to separate potential investments that the corporation might make in the future as commercial activities instead of Crown activities.

There is an active push to invest in production or even acquire equity stakes in certain companies or operations to support the Defence Industrial Base, so it makes sense to add a clause that provides some distinction and aligns it closer to organizations like CPPIB. It can also sign contracts with the government as though it weren’t a Crown agent. Cabinet also designates where its head office goes, which makes me think it won’t be Ottawa, or at least they’re willing to explore other options. Likely there will be some desire to align it with wherever the DSRB ends up.

The corporation has four direct mandates. First is production, procurement and investment for national defence, for the benefit of the Canadian Forces or DND. Second is the same as the first but for allied governments. That comes with the asterisk that the corporation can only do that at the Minister’s request and as the Minister directs, as authorized by Cabinet. Third is giving advice to the Minister or any other federal minister, again at the Minister’s request. The fourth is left as a generic catch-all, any other activity Cabinet decides to assign to it.

The mandate covers national defence only, not national security as Bill C-31 mandated. That means procurement authority for the CSE, CSIS, RCMP, CBSA, etc. will continue to stay under the purview of PSPC instead of being unified under a single banner, at least to my reading.

So the DIA’s focus is Defence-related procurement as it relates to DND. That of course comes with some wiggle room on what counts as Defence and what counts as National Security, but the basic point is that the DIA is focused on military and defence procurement over national security as a whole.

The Minister can direct the corporation in two ways. First, the Minister can order the corporation to carry out, or not carry out, any of its activities for the Forces or DND. They have to consult the Minister of National Defence first, but don’t need their approval. Second, the Minister can direct how it carries out anything in its mandate, including requiring the Minister’s approval at any point before it continues. The corporation must follow those directions, and doing so is deemed to be in its best interests.

Essentially, at any point the Minister can direct the Corporation on how to execute its mandate. They can decide what tasks it does and doesn’t take on, and can set their own benchmarks for the Corporation’s authority. As an example, the Minister could dictate that for a specific procurement, their sign off is needed to proceed.

The bill doesn’t require these directions to be in writing, published, or tabled in Parliament. Section 89 of the Financial Administration Act still applies, but the Act gives the Minister authority that could bypass the need for it in many cases. There is likely a good transparency argument there, as there is no requirement for the Minister to report or document their directions publicly.

It does serve as a counterbalance to the Corporation’s authorities, and the Minister is within their right to use it and the corporation is mandated to follow. How that will look in practice is yet to be fully seen, as it does present its own concerns around ministerial overreach.

Moving on, the corporation can use two of the powers under the Defence Production Act as if it were the Minister. One is stockpiling goods designated by Cabinet. The other covers buying, using, storing, transporting and disposing of defence supplies, building and acquiring defence projects, buying services, acquiring land and property, and anything that goes along with that.

When it uses those powers, several Production Act rules apply to it as well. PSPC’s own departmental laws don’t limit what the DIA can do, and information it collects about companies stays confidential and is shielded from ATIP requests. It can buy and stockpile on behalf of allied countries with Cabinet’s approval, and anything it acquires can be repurposed, whether that’s resold, donated or put to civilian use. It can also still skip competitive bidding under the same 13 exceptions available to PSPC.

What isn’t applied to it is the rule requiring competitive bidding in the first place, or the rule on which contracts that covers. The bill also doesn’t say who decides when an exception applies and something gets sole-sourced. The wording makes it sound like the corporation decides on its own, but whether that’s coming from elsewhere I don’t know yet, as I have no reply as of now.

The Minister, not the corporation, can use three other Production Act powers carried over from Bill C-31, those being requiring businesses to provide information, requiring other departments to gather it, and excluding bidders on security grounds without giving reasons. So both the Minister of Government Transformation, Public Works and Procurement and the future DIA Minister keep these authorities to some extent.

The corporation can make loans and advance payments to any person without further approval, and that seemingly includes non-Canadian entities. With Finance’s approval, it can also guarantee debts, provide loan or credit insurance (which counts as a guarantee), and buy or sell shares or other financial instruments. Any other financial arrangement needs Cabinet’s approval, and the bill doesn’t set a cap on guarantees.

The DIA also gets its own $1 billion fund. This is separate from the Minister of Government Transformation, Public Works and Procurement’s own $1 billion fund, so essentially there are two separate funds running around. There are also some additional rules on PSPC’s fund, such as the rule that it can’t be used for loans toward capital equipment or R&D without a Cabinet exception. The DIA can have up to $1 billion out at any one time, and when money comes back, through loan repayments, sales of goods it bought, or payments from allied governments, that room opens up again.

It can be used for buying equipment and services, making loans and advance payments, and anything else Cabinet adds by regulation. Parliament can also raise that $1 billion limit through a regular spending bill.

Finance can also lend to the corporation on whatever terms it sets, with no cap, as long as the corporation asks and the Minister recommends it. The corporation can charge fees for its services, and can provide services to, or get them from, any federal department. Forgiving a debt owed to it needs both the Minister’s and Finance’s approval.

The Board

The board is among the largest shifts from C-31. Instead of being reliant on an overpowered Minister and CEO, the new DIA will have a dedicated board with up to seven members. This includes both a part-time Executive Chairperson and a full-time CEO, both at the pleasure of Cabinet for whatever term it decides, with no five-year cap like C-31 had. The chair is also an officer of the corporation.

The deputy minister of the department that supports the Minister sits on the board automatically. Cabinet can also designate up to two more deputy-head positions, whose holders also get an automatic seat. Two other part-time directors can also be appointed at pleasure, for terms of up to four years.

In theory the board could be as small as the chair, CEO and the deputy minister. I doubt that we see that in practice, as that is ridiculously small, but legally there are only three people needed to have a functioning board, and the whole board weighs heavy with public officials who are guaranteed positions on it.

Cabinet can also name one of the other directors as vice-chair, who stands in when the chair is absent. If neither of them is available, the board can name any director as acting chair for up to 90 days, or longer with Cabinet approval. If for whatever reason the CEO is absent, the board can name any individual as acting CEO on the same terms. The Minister also has to consult the board before the chair and CEO are appointed, except for the first ones.

Any property and rights PSPC has that are used for the DIA move to the corporation, along with its obligations and liabilities. Any contracts the DIA previously signed carry over, while contracts PSPC signed outside the DIA are left out and stay with PSPC. That’s a big shift from C-31, which set out that all of PSPC’s defence supply and construction contracts would move under the DIA.

Until the corporation has a chair and at least two other directors appointed, the chair acts as the board on their own. The corporation is listed in Schedule III, Part I of the Financial Administration Act as a parent Crown corporation. The Minister, the Defence Minister and the Minister of Government Transformation, Public Works and Procurement can all use the customs duty exemption for defence goods.

The Defence Production Act

Almost all of it is carried over word for word from C-31, including the expanded definitions, the power to compel information from businesses, stockpiling, the 13 sole-source exceptions, bidder exclusion without reasons, and the $2 million penalties. Our C-31 piece covers those in detail, so again I recommend going there for the deeper details. What has changed is who holds these powers, along with some other smaller changes.

The big one is that every power in the Act stays with the Minister of Government Transformation, Public Works and Procurement rather than moving to the DIA’s minister. That includes the Act’s older powers to create new Crown corporations and to let private parties act as Crown agents. Defence Construction Canada, which C-31 had planned to move under the DIA banner, also stays back with PSPC. PSPC’s exclusive authority to buy defence goods is now “subject to” the corporation’s Act, so both PSPC and the corporation can buy for DND.

Again, while many of C-31’s tools sit outside the DIA’s purview, some are shared. The DIA itself can use the stockpiling and buying powers, along with the sole-source exceptions. The Minister can compel information from businesses, require other departments to gather it, and exclude bidders on security grounds, but only for the files under its banner.

Some financial tools available through C-31 have either moved or vanished. The power to issue grants and contributions, which C-31 listed explicitly, is gone. There is no reference to either PSPC or the corporation having this authority by name (though a grant could still be possible under the “other financial arrangements with Cabinet approval” clause).

The C-31 clause preserving the government’s ability to invoke national security exceptions in trade agreements is also not carried over, and Cabinet now has an explicit power to loosen the limit on using the $1 billion for loans for capital equipment or R&D.

Lastly, the mandatory review has been extended from three years in C-31 to five years. It’s to be done jointly by the Minister of Government Transformation, Public Works and Procurement and the DIA’s minister, and the report gets tabled in both Houses as soon as it’s ready.

If Bill C-31 receives royal assent, its “Defence Investment Agency Act and Defence Production Act” division gets repealed. Other parts of C-31, including Division 4 on Crown corporation contracting and the Procurement Ombud, aren’t affected.

Apart from enacting the corporation’s Act and the C-31 repeal clause, everything in C-40 comes into force on dates Cabinet sets, and different pieces can start on different dates.

Some Thoughts

There are some other things in there, but these are the major points. Overall, Bill C-40 feels like a more measured version of what C-31 was going for. Instead of moving everything under one new minister, who would hold near limitless and unchecked authority to shape defence procurement as they wish, Bill C-40 tries its best to split things in a way to keep everyone happy and hopefully in check with each other.

PSPC is the absolute winner here, after being pushed to the trash in C-31. They keep the Production Act, the corporation gets its own set of tools for its board to use, and the Minister still has enough power to be an influence and keep the overall DIA from becoming too overreaching.

That should calm some of the concerns people had with C-31, especially when it came to unchecked power and a lack of accountability across the board. It should also ease some of the concerns that others, like PSPC and ISED, had about the overall power the DIA was seemingly positioned to have.

The trade-off, of course, is that the system does become more complicated in some respects. There are now two ministers, two $1 billion funds and two organizations that can buy for DND, and how they divide up the work in actuality is going to matter a lot. If the DIA can stay mostly in control of significant procurements, at least the ones you all care about, then the overlap and concern should be minimized.

The Crown corporation label also shouldn’t be read as the DIA being fully arm’s length, nor should we be quick to brandish the independent label without some context. The Minister can direct it on almost anything, without those directions being made public, and a good chunk of the board is made up of senior public servants.

Arm’s length, but only so much, and with the asterisk that the Minister has the ability to control the overall process if they really desire, and to ensure that they have a major stake in any procurement. The Board are not figureheads, but they can’t operate with unlimited authority either.

In practice it looks a lot closer to the Minister than most Crown corporations. Some will see that as a good thing for keeping procurement moving, but either way the transparency side still deserves a closer look. Like C-31, there is a lack there. The review is pushed back even further as well, something that is a bit less of a concern with how much more division of power there is, but also isn’t necessarily good.

The financial side is also a bit more open than I think many hope. You can really give loans to anyone in the current read. You have equity stakes being actively brandished by officials today, guarantees with no cap and uncapped loans from Finance. That is a lot of financial instruments and wiggle room made available. What’s not in the corporation’s Act is much mention of Canadian industry or the Defence Industrial Base. That is another big difference. If Bill C-31 was built off the back of industry and economic policy, which was very much its cornerstone focus, the DIA of C-40 is specifically focused on Defence Procurement first, leaving most everything else from Bill C-31 to continue to fall under PSPC, save the tools needed to facilitate Defence Procurement where there is overlap.

I guess you could say that it’s returning to its roots? It ain’t the Ministry of C.D. Howe LARP anymore, I can say that. Hell, PSPC moves closer there… So if you were hoping to have a Minister of Everything moment with the DIA, unfortunately that isn’t the case anymore. Instead you get a fairly pure Defence Procurement Agency, with some wiggle room to expand itself.

Overall, I think that’s better in the long term. Of course, I wasn’t a fan of C-31’s authorities or what I saw as a watering down of the Defence Procurement mandate for what was, essentially, a government-backed Industry organization that had such a broad mandate and authority, it was hard to tell how defence procurement would even fit.

Is a Crown Corporation the best move? Probably here. I won’t judge. I will say there are risks and advantages. Accountability is one, as is how the Board and Minister interact and work together. Personal influence and people issues still matter, and in an organization like this they can become problems. The loosening also opens up more potential for conflicts with folks like PSPC, but I find Bill C-40 does a decent job trying to prevent too much overlap.

The independence of the Board and DIA is also more limited than it appears. It has freedom, but never too much. The Minister is still there to keep it in check. It has lots of financial tools and decent flexibility, but with hard limits compared to others like EDC.

Hopefully where that all really pays off is when things like hiring, speed of procurement, and at least a general independence come together to really kickstart the procurement ecosystem. You unfortunately can’t raid PSPC and ISED forever, and being able to detach from the public service hiring process, and open yourself more to outside talent, is something that can be exploited. The DIA has struggled this year with a lack of talent.

Speaking of talent, and a bit more personal, there’s the question of the people who have moved under the DIA banner, such as certain ADMs, and how this move affects them. I am going to have to dive a bit more into that. I also want to see how the DIA interacts in the short term with folks like Treasury Board, who have recently been looking to rein in spending and what they see as overtly fattening budgets.

A Crown Corporation opens new opportunities to fix issues, but they have to be exploited. They have to be pushed and they have to have commitment to make them work. An organization with a million powers but no will to use them has no powers at the end of the day.

As I said at the start, this is a bill of authorities and delegations, and a lot of it is left for Cabinet to fill in. That includes who the minister is, what the Associate Minister actually does, where the head office goes, what gets added to the mandate, and when any of it starts.

The bill sets the frame, but the real shape of the DIA will come from those decisions. I do have hope. I think there is a lot of positive here, and I think it is better than C-31 was in keeping the focus on Defence Procurement as a whole. Yet this hasn’t passed, the DIA is still not here, and there is still a path to go to get this all set up.

I think we’re off to a great start, but that’s still just a start.

HALIFAX, Nova Scotia, 6 Oct. 2026 – Corelight, a leader in enabling the defensible AI SOC, today announced the establishment of Corelight Canada, a standalone entity created to work more closely with customers, partners, and public sector organizations in Canada.

Corelight already protects networks used by local governments and Canadian public institutions, including in the defence sector, working through a wide range of channel partners. Establishing an entity in the region demonstrates Corelight’s continued commitment to Canadian customers and provides a strong foundation for partners to grow with the company.

Through its Open Network Detection and Response (NDR) platform, Corelight helps security teams see potentially dangerous activity on their networks, detect advanced threats, and investigate incidents with evidence they can trust. The platform is built on open-source foundations, including Zeek and Suricata.

"Canada has been a strong and growing market for Corelight, and that success is a credit to our partners and the team we've built in the region,” said Roger Coelho, Corelight regional vice president of sales. “Establishing a Corelight entity in Canada deepens our commitment to Canadian organizations that rely on us to defend their networks against increasingly sophisticated threats. We'll continue to work through our trusted partner ecosystem. This new entity will give those partners and customers even greater local support, responsiveness, and expertise."

Organizations, including mid- to large-sized enterprises, government agencies, and financial institutions, require NDR because traditional perimeter and endpoint defenses are insufficient against sophisticated, modern cyberattacks. As networks become more complex, hybrid, and borderless, NDR provides the deep and widespread visibility required to detect threats that have already bypassed endpoint protections or are moving laterally within the network. Large organizations are also flooded with security alerts. NDR reduces this noise by correlating disparate network evidence into structured incidents, empowering security teams to confidently prioritize the most severe threats.

Unlike conventional security tools, Corelight transforms network traffic into comprehensive, evidence-based visibility. By capturing absolute ground truth, the platform empowers security teams to detect evasive threats and investigate incidents with remarkable speed and precision. This uncompromising approach makes Corelight uniquely equipped to defend large, complex enterprise environments where absolute clarity and rapid response are fundamental to success.

In addition, attackers are using AI models to accelerate vulnerability discovery and exploitation, compressing the window defenders have to respond. While typical enterprise patching cycles can still run from 60 to 150 days, the median time to exploit has fallen to roughly five days. With Mythos-class AI models, defenders are expecting to see vulnerabilities exploited before there is broad knowledge that there is even a hole to be patched. Faster patching simply is not the answer – AI speed attacks require AI-speed defense. Corelight has spent more than a decade turning ground-truth network evidence into the standard that the most attacked, hardened security teams rely on and continues to provide industry-leading, AI-first solutions.

Corelight technology is already used across major government agencies around the world including the Five Eyes networks. In Canada, the company works with partners to deliver and support the platform for defence, government, and critical infrastructure customers.

About Corelight

Corelight transforms network and cloud activity into evidence that security teams use to proactively hunt for threats, accelerate response to incidents, gain complete network visibility, and create powerful analytics. Corelight's customers include Global 2000 companies, major government agencies, and large research universities. Based in San Francisco, Corelight is an open-core security company founded by the creators of Zeek®, the widely used open-source network security technology. For more information, visit www.corelight.com.

In a rapidly changing world, Canada’s government is focused on what we can control: building our strength at home and diversifying our partnerships abroad to create greater certainty, security, and prosperity for Canadians. As a NATO Ally and G20 member, Türkiye is an important partner in this mission.

To advance this partnership, the Prime Minister, Mark Carney, today announced that he will travel to Ankara and Istanbul, Türkiye, from October 21 to 23, 2026. This will mark the first bilateral visit to Türkiye by a Canadian Prime Minister.

In Ankara, Prime Minister Carney will meet with President Erdoğan to elevate the Canada-Türkiye partnership in key areas, including energy and mining, climate, defence and security, and people-to-people ties.

In Istanbul, the Prime Minister will meet with Turkish business leaders and investors to position Canada as a key partner in trade and investment. Bilateral trade has increased by almost 50% in the past five years. The Prime Minister will emphasise opportunities to expand that growing trade relationship in priority sectors, including energy, aerospace, advanced technologies, and mining and critical minerals.

At this pivotal time in history, Canada and Türkiye are strengthening our partnership to strengthen our shared security and create new economic opportunities for workers and businesses in both countries.

Quote

Quick facts

• Canada and Türkiye are NATO Allies with longstanding diplomatic relations dating back to 1944. Both countries work closely together on today’s most pressing global challenges through a number of multilateral forums, including the United Nations, the G20, the International Civil Aviation Organization, the Organization for Economic Co-operation and Development, and the Organization for Security and Co-operation in Europe.

• Two-way merchandise trade between Canada and Türkiye reached $4.3 billion in 2025, including $1.1 billion in Canadian exports and $3.2 billion in imports from Türkiye.

• Prime Minister Carney last travelled to Türkiye in July 2026 to attend the NATO Summit in Ankara. On the margins of the Summit, he met with President Erdoğan where the leaders announced the launch of negotiations toward a comprehensive Canada-Türkiye free trade agreement. Public consultations in Canada on this agreement concluded last month

Noah Note: I'm watching this with interest. There is a lot of people on the Federal side of things who see big value in developing a Turkish-Canadian defence relationship. Turkish industry has expressed interest in Canada, and in turn, there are quite a few who see Turkey not just as a partner but a very good export market with demand for the products we offer.

How that translates? No clue, but I am gonna watch this hard.

The City of Kitchener, Office of Mayor and Council and Senator Sandra Pupatello are inviting local businesses to register for three free sessions at Kitchener City Hall on October 13 and 14.

Businesses from across Kitchener-Waterloo-Cambridge and surrounding areas can register for the sessions to learn how to compete for public-sector contracts and explore opportunities to enter or grow within Canada’s defence sector. Attendees will have the opportunity to speak directly with federal and provincial procurement officials, Canada’s Defence Investments Agency and companies such as Boeing Canada, Bombardier and Honeywell Aerospace, helping them pursue new customers, contracts and markets.

“Kitchener is home to manufacturers, technology companies, health-sector innovators and entrepreneurs with the expertise to compete for major government and defence opportunities,” said Mayor Berry Vrbanovic. “By bringing procurement officials and industry leaders directly to Kitchener, we are helping local businesses build new relationships, reach new customers and create opportunities that support local jobs. This is one of the practical ways we are delivering on our plan to support local and Build Canada Strong by building a stronger, more resilient economy.”

During the October 13, Buy Canada – Buy Ontario sessions, representatives from Public Services and Procurement Canada and Supply Ontario will explain what governments purchase, how businesses can register as suppliers and where to find upcoming opportunities. The construction-focused session will also include Infrastructure Ontario and highlight opportunities in construction, heavy construction and infrastructure.

The Defence Shift will help companies assess whether their products, services or expertise could meet the needs of Canada’s defence supply chain. Businesses will hear from federal defence officials and connect directly with defence prime contractors and Tier 1 suppliers. The session is designed to help local companies diversify their customer base and pursue opportunities beyond their traditional markets.

“Companies not found in the country’s capital regions may not consider the opportunities they have to sell their goods and services to government -provincial and federal governments are committed through Buy Canada and Buy Ontario policies,” said The Honourable Sandra Pupatello, Senator. “Now, we have to give our companies the details they need to respond. That’s what this day is about in Kitchener. Great companies finding new business opportunities.”

Session details and registration

All sessions are free and take place at Kitchener City Hall, 200 King St. W. Space is limited and guests are asked to register.

• Tuesday, Oct. 13, 9 to 11 a.m.

Buy Canada – Buy Ontario Information Session for Construction Companies. Register here

• Tuesday, Oct. 13, 2 to 4 p.m.

Buy Canada – Buy Ontario Information Session, open to businesses of all sizes and sectors. Please send one representative per company. Register here

• Wednesday, Oct. 14, 9 a.m. to noon

The Defence Shift. Register here

These sessions are part of Kitchener’s Plan to Support Local and Protect Jobs, which outlines practical actions to strengthen local businesses, open doors to new markets and build a more resilient economy. Through the plan, the City is using its purchasing power, partnerships and influence to create opportunities for local businesses and help protect local jobs.

Thales and Cohere are partnering to deliver sovereign AI technologies for the Royal Canadian Navy, following a new task order awarded to Thales Canada - with support from cortAIx, Thales AI accelerator based in Montreal - under the Arctic and Offshore Patrol Vessels and Joint Support Ships In-Service Support (AJISS) contract, with solutions designed to streamline in-service support (ISS) and improve ship readiness and availability.

For the Royal Canadian Navy, this project will help reduce administrative burden and accelerate maintenance and logistics processes by introducing agentic AI with human oversight, enabling personnel to focus on higher-value operational tasks while AI systems automate selected support functions, coordinate workflows and assist with routine activities.

Looking ahead, agentic AI could support predictive maintenance, streamlined knowledge management, and faster operational planning, helping defence organizations scale support capabilities and improve fleet availability.

Thales Canada and Cohere have reached a significant milestone in their partnership with the Royal Canadian Navy’s adoption of artificial intelligence for in-service support operations. Through a new task awarded to Thales under the Arctic and Offshore Patrol Vessels and Joint Support Ships In-Service Support (AJISS) contract, the partners will deliver the first integration of agentic AI into the Navy’s maintenance and support activities.

Combining Thales Canada’s expertise in advanced defence and digital technologies with Cohere’s secure, enterprise-grade AI solutions, and powered by cortAIx, Thales AI accelerator in critical systems, this initiative is designed to accelerate service delivery, improve operational efficiency and enhance ship readiness and mission effectiveness.

The adoption of agentic AI will help expand the capacity of the AJISS program by automating specific support functions while maintaining human oversight. By streamlining routine processes, personnel will have increased capacity to focus on mission critical and complex tasks, while ensuring that the best vessel is mission-ready and available at the time it is needed.

“The Royal Canadian Navy’s commitment to advancing AI adoption will help ensure Canada remains agile and competitive in an increasingly complex operational environment,” said Ian Krepps, CEO, Thales Canada. “This milestone reflects both Canada’s drive for innovation and our dedication to delivering advanced solutions that enable the Canadian Armed Forces to focus on what matters most – the availability of their assets and the successful execution of their missions.”

“Canada has an opportunity to lead in the responsible use of secure, enterprise-grade AI across defence and other mission-critical environments,” said Ivan Zhang, Co-founder, Cohere. “Through our work with Thales, we’re showing how agentic AI can operate securely to support ship readiness, including in disconnected environments, while keeping Royal Canadian Navy personnel firmly in control. The result is less time spent on routine administrative work and more time focused on fleet readiness and mission effectiveness.”

About Thales

Thales (Euronext Paris: HO) is a global leader in advanced technologies for the Defence, Aerospace, and Cyber & Digital sectors. Its portfolio of innovative products and services helps address several major challenges: sovereignty, security, sustainability and inclusion.

The Group allocates €4.5 billion per year in Research & Development in key areas, particularly for critical environments, such as Artificial Intelligence, Cybersecurity, Quantum and Cloud technologies.

Thales has more than 85,000 employees in 65 countries. In 2025, the Group generated sales of €22.1 billion.

Recent images of Thales and its Defense, Aerospace and Cyber & Digital activities can be found on the Thales Media Library. For any specific requests, please contact the Media Relations team.

About Thales in Canada

For more than 50 years, Thales Canada has delivered proven, trusted and secure solutions to customers across Canada. The company brings a strong national footprint and a deeply skilled workforce dedicated to anticipating and exceeding customer needs. As a national leader in advanced research and technology, Thales Canada plays a key role in strengthening national security, advancing deep‑tech innovation, and growing Canada’s defence and digital ecosystems.

About Cohere

Cohere, founded in 2019, is the world's leading sovereign AI company building foundation models and end-to-end AI products to solve real-world business problems. We partner with organizations to deliver seamless integration, deep customization, and user-friendly solutions. Our all-in-one platform provides maximum security, privacy, and deployment flexibility across clouds, private on-premises environments, and even fully air-gapped settings. Headquartered globally in Toronto, San Francisco, and Germany, Cohere operates additional offices in London, New York, Montreal, Paris, and Seoul, serving customers worldwide. The company has raised ~$1.6BUSD from strategic tech investors (Nvidia, AMD Ventures, Salesforce Ventures, Oracle, Cisco), institutional investors (Radical Ventures, Inovia Capital, PSP Investments, HOOPP, BDC, Nexxus), and AI pioneers including Geoffrey Hinton, Fei-Fei Li, Pieter Abbeel, and Raquel Urtasun. For more information, visit cohere.com.

October 6, 2026 - Ottawa, Ontario

The world is more dangerous and divided. The international rules-based order is fading, and global conflict rages on. Canada’s Government is focused on what we can control: rebuilding, rearming, and reinvesting in the Canadian Armed Forces (CAF). In October 2025, Canada’s new government established the Defence Investment Agency (DIA) to overhaul and streamline our defence procurement. Since then, the DIA has facilitated key purchases that strengthen Canada’s strategic autonomy. In a rapidly changing world, Canada must move quicker to keep Canadians safe.

That is why, today, the Government of Canada introduced Bill C-40: Strengthening Canada’s Defence Sector, to establish the DIA as a Crown corporation. This reform will provide the DIA with the authorities, operational flexibility, specialized expertise and organizational structure needed to deliver critical capabilities quicker. The DIA will have greater commercial flexibility and more autonomous approvals, allowing it to work better with industry and deliver better value for money. It will maximise Canada’s generational defence investments to strengthen our industrial base, supply chains, and sovereign capabilities.

This legislation:

• Creates the Canadian Corporation for Defence Investment, which will continue to operate under its existing name, the Defence Investment Agency. It will have more independence, its own Board of Directors, and greater authority to negotiate and manage contracts;

• Empowers the DIA to engage in defence production, procurement, and investment activities in support of national defence and the operational priorities, capability requirements and acceptance criteria established by the National Defence (DND) and the Canadian Armed Forces (CAF);

• Maintains the Government of Canada’s oversight of the new Crown Corporation;

• Amends the National Defence Act to create an Associate Minister of National Defence for Procurement, who will be responsible to Parliament for the DIA, consolidate procurement and commercial authorities and strengthen accountability for procurement delivery within the National Defence portfolio, and

• Integrates the DIA with the National Defence portfolio to further reduce red tape that slows procurement down and ensures that defence procurement in Canada is focused on equipping the National Defence and CAF with the tools they need to defend Canada.

Bill C-40: Strengthening Canada’s Defence Sector represents the next step in the Government of Canada’s modernization and transformation of Canadian defence procurement.

The DIA was launched to accelerate procurement and use defence spending to strengthen Canadian industry, build sovereign capabilities, and catalysing investment in the Canadian defence sector. As a Crown corporation it will have the commercial tools to deliver on its mandate. It will support Canada’s security and long-term economic growth, while remaining accountable to Parliament, and the Government of Canada.

The DIA will continue to strengthen Canada’s ability to work with allies and security partners. The Corporation would support joint defence procurement programs, including initiatives aligned with Canada’s participation in Security Action for Europe (SAFE) and Readiness 2030. Greater international collaboration will improve interoperability, provide Canadian suppliers with greater access to allied markets and supply chains, capitalize on economies of scale, and support Canada’s broader security and diplomatic objectives.

Canada is making generation investments to transform our defence sector. Empowered as a Crown corporation, the DIA will harness defence investment to catalyse industry, secure critical supply chains, and drive innovation and investment. In a rapidly changing world Canada’s government is building a stronger, more self-reliant country. One that is fully ready for the future. One that guarantees Canadians have tools needed to protect our country.

Quotes

Quick facts

• The DIA was initially established as a Special Operating Agency within Public Services and Procurement Canada, allowing the organization to begin operations while the Government of Canada developed its longer-term organizational model.

• Establishing the DIA as a Crown corporation within the National Defence portfolio is intended reduce handoffs, consolidate procurement and commercial authorities and strengthen accountability for procurement delivery.

• By consolidating responsibility and expertise within one organization, the DIA will reduce duplication, streamline decision-making, and accelerate procurement from validated requirement definition to contract award, while DND, the CAF and the CCG retain responsibility for defining capability requirements, operational priorities and acceptance criteria.

• The DIA is a central delivery partner for Canada’s Defence Industrial Strategy and its Build–Partner–Buy approach to defence procurement.

• The proposed Corporation will be accountable to the Government of Canada through a responsible Minister and subject to legislated governance, financial, audit, reporting and parliamentary oversight requirements.

Introduction of legislation to strengthen Canada’s Defence Sector

Bill C-40: Strengthening Canada’s Defence Sector proposes to establish the Defence Investment Agency (DIA) as a Crown corporation to provide the Agency with a clear mandate, a permanent structure, and dedicated Ministerial leadership focused on defence procurement, production, and investment activities in support of the National Defence and the Canadian Armed Forces (CAF). By bringing these functions together under a single organization with clear and centralized accountability, the DIA will be positioned to make decisions more quickly, reduce fragmentation, and provide greater continuity and predictability across defence acquisitions.

Legislative Changes

The draft legislation proposes to establish the Canadian Corporation for Defence Investment, the legal name for the DIA. The DIA would operate at arm’s length under the National Defence portfolio reporting to a new minister titled the Associate Minister of National Defence for Procurement.

The new model is intended to clarify responsibilities and reduce unnecessary hand-offs, while building on the expertise that already exists across the federal defence procurement system. The National Defence and the CAF will continue to define military capability requirements, operational priorities and acceptance criteria, and the DIA will focus on translating those requirements into procurement, production and investment activities.

Unlike Bill C31, the proposed legislation would change the DIA from a government agency into a Crown corporation. As a Crown corporation, the DIA would have more independence, its own board of directors, and greater authority to manage defence-related investments, procurement, and production activities. The Minister responsible for the DIA would still provide strategic direction and oversight, while the government would retain certain approval powers. The proposal also keeps responsibility for the Defence Production Act with the Minister of Public Services and Procurement, rather than transferring it to the DIA. Overall, the bill would give the DIA more operational flexibility while maintaining government accountability and oversight.

A Crown corporation is best positioned to help defend Canada’s sovereignty by acquiring critical capabilities, while helping build and sustain the domestic industrial capacity needed to support them. It can act more quickly and operate with greater commercial flexibility because it is not subject to the same layers of approvals. That flexibility allows it to negotiate and manage contracts using commercial practices that are more familiar to industry, improving access to suppliers, reducing administrative burden, and delivering better value for money, while remaining accountable to Parliament through an Associate Minister of National Defence for Procurement.

Evolving needs

Created in October 2025 as a Special Operating Agency within Public Services and Procurement Canada, the DIA was given the mandate to overhaul and streamline Canada’s defence procurement, while building domestic manufacturing and supply chains by levering procurement as investments.

On February 17th, 2026, the Prime Minister launched Canada’s first Defence Industrial Strategy (DIS), a long‑term plan to strengthen national security and economic growth by building a strong, sustainable domestic defence industry. The DIA plays a central role in the delivery of the DIS and its build-partner-buy framework.

Under the Defence Industrial Strategy, the Government has already delivered for Canadians through the following partnerships and procurements:

• The Canadian Modular Assault Rifle contract award to Colt Canada to replace aging CAF rifles. Colt Canada committed to at least 80 per cent Canadian content, supporting domestic suppliers and jobs.

• The selection of Saab as the preferred supplier for discussions on the Airborne Early Warning and Control (AEWC) capability. The capability would strengthen Canada’s contributions to the North American Aerospace Defence Command (NORAD) and improve operational reach in remote regions. The platform would be built on Bombardier’s Global 6500. This is projected to support 3,000 jobs in the Canadian aerospace and defence sector – from the skilled trades to engineering and compute – opening massive opportunities for Canadian workers

• The selection of Thyssenkrupp Marine Systems (TKMS) of Germany as the preferred supplier for Canada’s next-generation submarine fleet under the Canadian Patrol Submarine Project (CPSP). The government is in negotiations with TKMS for the acquisition of up to 12 submarines, which will enhance our interoperable capabilities with NATO and deliver jobs and economic value to Canada through our Industrial and Technological Benefits (ITB) policy.

• Entering into formal agreements with Australia and BAE Systems Australia to acquire an Over the Horizon Radar capability for the A-OTHR program to protect Canada’s Arctic. The A-OTHR project is estimated to contribute close to $290 million annually to Canada’s gross domestic product and support approximately 2,270 jobs annually in the Canadian economy during the 2026 to 2033 period.

• A contract award to Telesat LEO ULC (Telesat) to deliver the military Enhanced Satellite Communications Project – Polar (ESCP-P). This will help defend Canadian sovereignty in the Arctic by delivering the first phase of next-generation military satellite communications capabilities for the Canadian Armed Forces (CAF). This project is leveraging Canadian industry expertise to create high-quality jobs across the country, while unlocking a multi-billion-dollar investment in Canada’s defence sector. ESCP has the potential to create or maintain 2,600 jobs annually across Canada and contribute $335 million annually to Canada’s gross domestic product (GDP) over approximately seven years.

• A new strategic partnership with General Dynamics Land Systems-Canada (GDLS-Canada) to build and deliver 190 additional Armoured Combat Support Vehicles (ACSVs). This will expand Canada’s fleet from 360 to 550 vehicles, giving our troops the equipment they need to protect Canadians and support our allies. This partnership is expected to create or sustain more than 6,000 high-paying jobs across Canada every year over the next eight years. The work carried out at GDLS-Canada draws on more than 600 Canadian suppliers, in over 100 communities across the country. This partnership will strengthen our sovereign supply chain and generate lasting benefits to workers and communities across the country.

While the Special Operating Agency model has proven its value by providing greater flexibility within government and enabling a significant acceleration of defence procurement, a Crown corporation would provide the next level of agility needed to meet Canada’s current defence and security challenges.

In a rapidly evolving security and economic environment, meeting the moment requires institutions that can adapt to changing realities. The Crown corporation model provides the tools, authorities, and operational flexibility needed to deliver capabilities faster, strengthen Canada’s defence industrial base, and better support the National Defence and the Canadian Armed Forces.

Most importantly, a Crown corporation can bring together procurement and strategic investment more efficiently under a single mandate. This allows Canada not only to acquire critical capabilities, but also to help build and sustain the industrial capacity needed to support them.

Noah Note: We don't have the full legislation available as of writing, so we can't fully discuss what changes are being made in details. There was a lot of debate iver the summer to what the DIA needed to achieve its results, and that direction shifted from an agency, with an obrrpowering minister to a proper Crown Corporation where the power is primary vested in the organization, and the Minister moves to strategic direction and oversight.

That was something that did come up, as I know it, a lot. Who gets authorities? Who maintains primary direction and decision making authority? Bill C-31 put a lot into the future Defence Procurement minister, creating an enviornment, that several thought, was overly dependent and tied to a single individual over the DIA itself. This move shifts that back to the organization as a whole and CEO Doug Guzman, though the extent of which we have to see.

PSPC also maintains a win here, having kept the DPA in it's orbit over moving it to the DIA. Beyond that? It is currently up in the open to what this new legislation means. What authorities look like, how much reach the DIA has to influence Industry, Procuring on behalf of allies, whether DIA rules still override sections 41–42 of the Financial Administration Act and the PSPC Act, the $1B standing authority from the Consolidated Revenue Fund, etc are still in the open right now.

Is this a stripping of the DIA power and authorities compared to Bill C-31? I don't think so, not in the authorities. What changes is who maintains thay authorities, and how much independence the DIA as an organization has to operate on it's authority. Again, I am gonna wait to see the text of the legislation before going into things.

Canada's only ground-based detect-and-avoid system with a Transport Canada Pre-Validated Declaration provided the airspace picture behind every CU-179 flight at CFMETR — the world's first certified DAA deployment by an armed force

HALIFAX, Nova Scotia — Canadian UAVs (CUAVs) announced today at DEFSEC Atlantic 2026 that its Sparrowhawk™ ground-based Detect-and-Avoid (DAA) system enabled safe Beyond Visual Line of Sight (BVLOS) flight operations of the Royal Canadian Navy's (RCN) new CU-179 Peregrine remotely piloted aircraft system. From 24 August to 4 September 2026, Sparrowhawk provided the airspace picture for every CU-179 flight at the Canadian Forces Maritime Experimental and Test Ranges (CFMETR) in Nanoose Bay, British Columbia.

Sparrowhawk is the only ground-based DAA system in Canada to hold a Transport Canada Pre-Validated Declaration (PVD), confirming that it meets Canadian Aviation Regulations Standard 922.10 (Detect, Alert and Avoid Systems) and 922.12 (Demonstrated Environmental Envelope). That accepted compliance evidence gave the RCN a validated DAA foundation for CU-179 operations from the very first flight, without having to build a safety case from scratch.

CUAVs deployed Sparrowhawk to Winchelsea Island, fusing airspace radar, ADS-B and AIS into a single, continuous air and surface picture of restricted airspace CYR107 over the Strait of Georgia. Sparrowhawk supported every CU-179 flight conducted during the deployment across four flying days of take-offs, landings, touch-and-goes, payload orbits and operator training.

The deployment showed why ground-based radar matters. Sparrowhawk detected a low-flying general aviation aircraft transiting the restricted area while transmitting no ADS-B, an aircraft that was visible to radar alone and would not have appeared in a cooperative-only airspace picture. During touch-and-go operations on 1 September, Sparrowhawk detected a range incursion and the CU-179 was held on the helipad until the airspace cleared: the detect-and-avoid function working exactly as intended.

"Cooperative surveillance alone does not tell you everything that is flying, and at CFMETR we saw that first-hand. Sparrowhawk's Pre-Validated Declaration means the RCN is operating on DAA evidence Transport Canada has already reviewed and accepted — and that is what makes safe BVLOS flight possible," said Sean Greenwood, CEO of Canadian UAVs.

RCN personnel operated Sparrowhawk directly throughout flight operations, with six RCN operators trained on the system during the deployment. In a demanding marine environment, Sparrowhawk maintained the DAA function through changing sea states and passing weather, while continuous AIS integration kept surface vessels visible to operators without triggering airspace alerts.

Because Sparrowhawk is ground-based rather than airframe-mounted, it is not tied to a single aircraft. Operators can pair it with the RPAS their mission requires, and the DAA compliance follows. The CFMETR deployment demonstrates that this flexibility extends to new military platforms operating over water, alongside Sparrowhawk's established use across defence, critical infrastructure, public safety and industry.

Airspace enablement and airspace denial are two sides of the same coin: the sensing that lets friendly aircraft fly safely among other users is the same sensing that detects aircraft that should not be there. Sparrowhawk is a critical element of that concept, and the CFMETR deployment is the first certified DAA deployment by an armed force anywhere in the world. It demonstrates a pathway for DND and allied forces to access civilian airspace at scale — flying uncrewed aircraft alongside existing traffic without restricting or interrupting the airspace for other users.

The announcement was made at DEFSEC Atlantic 2026, Atlantic Canada's defence, security and aerospace trade show, running 6–8 October at the Halifax Convention Centre. CUAVs representatives are on site throughout the show at Booth B407.

About Canadian UAVs

Canadian UAVs is the only company with a DAA product to hold regulatory authorizations with both Transport Canada and the U.S. Federal Aviation Administration (FAA) to enable Beyond Visual Line of Sight operations, with more than 12,000 commercial BVLOS flights completed. Its Sparrowhawk™ radar is a portable, ground-based detect-and-avoid system that combines radar, computer vision, ADS-B and AIS to deliver an integrated airspace picture for safe BVLOS drone operations, supporting customers across defence, energy, agriculture, surveying, logistics, mining, critical infrastructure, and public safety throughout North America and Europe. Learn more at canadianuavs.ca.

Noah Note: A fantastic showcase of Canadian technical ability, and a great showcase of what the future of the RCN could look like, an intermixed network of Autonomous systems not just at sea but also increasingly shore-based.

I always love trials like these. They are not inly a wonderful way to shiwcase what Industry can do, but also go a long way to showcasing some of the concepts that the CAF are looking to work on. For the RCN, that is the expansion of Autonomous systems acrosz the board.

Canadian UAVs had already contributed their Textron Aerosnode for trials this year, and the inclusion of Sparrowhawk is another win for the Navy under their belt. Whether this translates to more we'll see, but there is a desire from the Navy to expand not just theor Sea-based but also their Land-based Autonomous capabilities. There is a future there for systems like Sparrowhawk, Canadian, modular, and proven to work in the ecosystem.

Exciting times, no doubt!