This section keeps you up-to-date on the latest news and upcoming public appearances of Lavery professionals.
For all media inquiries, please contact Jean-François Lemieux:
- jflemieux@lavery.ca
- 514 877-3002
News
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Navigating a Fractured World: Lavery Hosts the 2026 World Services Group Annual Meeting
In September, Montréal hosted the 2026 World Services Group (WSG) Annual Meeting, organized this year by Lavery. More than 100 professionals from leading independent firms around the world gathered around a shared observation: businesses now operate in an environment where geopolitical, technological, climate and economic risks can no longer be considered in isolation. Under the theme “Navigating a Fractured World – Geopolitics, Resilience, and the Future of Legal Advisory,” the program brought together business leaders, diplomats, academics, entrepreneurs and legal professionals to exchange perspectives on some of the transformations currently reshaping the business environment. From the geopolitics of the North and artificial intelligence to the energy transition, mergers and acquisitions and supply chain security, a common thread emerged. As uncertainty becomes structural, the ability to anticipate change, adapt and make decisions despite unpredictability is becoming a strategic advantage. Arctic Sovereignty and Critical Minerals: The North at the Centre of New Global Power Dynamics Long perceived as a peripheral region, the North is emerging as an area where national security, strategic resources, new trade routes and the energy transition increasingly converge. Moderated by André Vautour, Partner at Lavery, the discussion brought together Nikolaj Harris, Ambassador of the Kingdom of Denmark to Canada; Timothy Naftali, Director of the Arctic Task Force at Columbia University’s Institute of Global Politics; and Killian Charles, President and CEO of Brunswick Exploration, to explore the implications of this transformation. The development of critical minerals illustrates this new reality particularly well. Western economies’ efforts to reduce certain strategic dependencies are creating significant opportunities, but having resources in the ground is not enough. Access to infrastructure, capital and processing capacity, as well as the global competitiveness of individual projects, will ultimately determine their viability. New navigation opportunities in the North could also reshape certain trade routes and, with them, considerations of sovereignty and security. The future of the North will therefore be determined well beyond its borders. What happens there could reshape supply chains, strategic dependencies and international alliances. Energy Transition and Infrastructure: Moving from Ambition to Execution The tension between ambition and the ability to execute was also at the heart of the discussion on infrastructure and the energy transition. Moderated by David Tournier, Partner at Lavery, Dominique Anglade, Executive Director and Adjunct Professor, Executive Education, HEC Montréal; Éric Lachance, President and CEO of Énergir; and Alex Petre, CEO of Deep Sky, approached the transition from a pragmatic perspective. For organizations, the challenge is no longer simply determining whether they should participate in the transition, but rather how to deploy the technologies, infrastructure and business models needed to support it at scale. This transformation also requires a different relationship with risk, including a shift toward a portfolio approach that allows organizations to experiment with different solutions while accepting that some initiatives may fail. Panelists also emphasized that reducing future emissions addresses only part of the challenge: emissions already accumulated in the atmosphere will require solutions of their own. For major projects, success will depend as much on economic and regulatory feasibility as on the ability to engage the various stakeholders from the earliest stages of development. Montréal and Québec: Turning Economic Disruption into Investment Opportunities The Annual Meeting also provided an opportunity to examine Montréal and Québec through the lens of their economic potential and their ability to attract investment in a changing international environment. In a discussion moderated by Selena Lu, Partner at Lavery, Alexandre Lagarde, Vice-President, Impact Investment and Major Projects at Montréal International, and Véronique Proulx, President and CEO of the Fédération des chambres de commerce du Québec, shared their perspectives on Montréal and Québec’s strengths, the sectors driving their economic vitality and the conditions required to remain competitive. Geopolitical and economic shifts are creating a new dynamic. Major public investments, particularly in infrastructure, energy and defence, can serve as powerful catalysts for private investment and the development of new industries. Public procurement can therefore help create the conditions for businesses to establish and expand their operations, particularly in the manufacturing sector. The discussion also highlighted opportunities that extend beyond traditional investment. Aging infrastructure across North America creates opportunities to bring in capital and expertise from other markets. At the same time, the wave of business transfers associated with Québec’s aging entrepreneurial population could create acquisition opportunities for companies seeking to establish a presence in Canada. Artificial Intelligence, Data Governance and Technology Providers: Strategic Issues for Organizations The discussion on artificial intelligence moved beyond the question of technology adoption to address a much more strategic issue: to what extent should an organization control the technologies, data and provider ecosystem on which its use of AI depends? Moderated by Benoit Yelle, Partner at Lavery, the panel brought together Sophie Fallaha, Executive Director of CEIMIA; Alejandro Padin, Partner at Garrigues; and Loïc Berdnikoff, Chief Legal and Innovation Officer at Lavery. The choice between developing proprietary capabilities and purchasing existing solutions, the “build vs. buy” decision, served as the starting point for the discussion, but its implications extend much further. An organization entrusting its data to a technology provider must understand not only where that data is hosted, but also who can access it, which subcontractors are involved in the technology chain and which jurisdictions may apply. As the discussion highlighted, even when a provider claims that data remains within a particular jurisdiction, its infrastructure, redundancy mechanisms or own service providers may create much more complex data flows. AI governance is therefore becoming inseparable from data governance. Data is a strategic asset that organizations cannot expose without understanding the associated risks, particularly in sectors where confidentiality is fundamental. For law firms, this issue takes on an additional dimension because of the very nature of the information entrusted to them. This discussion ultimately raised the broader question of what will an organization that has truly integrated AI look like ten or twenty years from now. The challenge will not simply be to have the best tools, but to establish the governance, skills, culture and control mechanisms required to use them responsibly and create value. In M&A, Value Is Shifting Toward Intangibles: Intellectual Property, Data, Software and Human Capital Technological transformation is also changing what companies buy and sell. Moderated by Selena Lu, Partner at Lavery, the panel brought together Steven Wang, Heather Buchta and Raimondo Premonte, providing perspectives from Australia, the United States and Europe, respectively. The discussion highlighted the growing importance of intellectual property, data, algorithms, software, brands, know-how and human capital in determining enterprise value. In some transactions, these assets no longer simply support the value of the business: they are the business itself. This shift is necessarily transforming how buyers assess targets and conduct due diligence. Questions no longer focus solely on historical liabilities, but increasingly on a company’s ability to protect its data and intellectual property, the robustness of its AI governance, its technology dependencies, its cybersecurity posture and its ability to retain the people who hold its critical know-how. This new reality is also reshaping negotiations and the allocation of risk. When a significant portion of a target’s value depends on data, algorithms or digital infrastructure, representations and warranties, indemnities and post-closing obligations must evolve accordingly. Supply Chains, Geopolitics and Resilience: Turning Uncertainty into a Business Capability The closing discussion on supply chain security brought together several of the themes that had emerged throughout the Annual Meeting. Moderated by Anik Trudel, CEO of Lavery, the panel brought together former Canadian Ambassador to China Guy Saint-Jacques; Pierre Gabriel Côté, former Québec Delegate General in London and former President and CEO of Investissement Québec; and Guillaum W. Dubreuil, Director, Government and External Affairs at CSL Group. Together, they examined a business environment in which supply chains themselves are becoming instruments of economic and geopolitical power. Trade wars, industrial policies, rapid regulatory changes, aging infrastructure, climate events and emerging economic alliances are making investment decisions increasingly difficult. Yet standing still is not an option. As the discussion highlighted, organizations will need to develop contingency plans, diversify certain dependencies and improve their ability to rapidly interpret political and regulatory developments. This reality is also transforming the role of legal advisors. Understanding the applicable law remains fundamental, but it is no longer enough. Organizations increasingly expect advisors to understand their business models, anticipate risks and help them make decisions in situations where there may not always be a clear or certain answer. An International Conversation That Will Continue: Global Perspectives and Business Resilience Beyond the diversity of the topics discussed, the WSG Annual Meeting highlighted a common reality: the traditional boundaries between legal, business, technological and geopolitical risk are becoming increasingly difficult to draw. By welcoming legal professionals from around the world and distinguished guest panelists to Montréal, Lavery sought to create a forum where these different perspectives could come together. In a more fragmented world, the quality of legal advice will increasingly depend on the ability to look beyond one’s own jurisdiction, understand the forces reshaping markets and bring together the right perspectives to help organizations move forward despite uncertainty.
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Lavery further accelerates its AI adoption with the appointment of Philip Louis as Senior Director, Innovation and Digital Transformation
Montréal, April,29 2026 — Lavery is pleased to announce the appointment of Philip Louis as Senior Director, Innovation and Digital Transformation, further strengthening the firm’s ability to develop and deploy AI-powered and emerging technology solutions. Prior to joining Lavery, Philip Louis served as Advisor, Predictive Technologies and Artificial Intelligence at the Barreau du Québec. In that role, he monitored technological developments, analyzed their impact on the profession, helped develop organizational guidelines, and advised decision-makers on issues related to professional ethics and access to justice. He also designed tools, guides, and training programs on the responsible use of AI. His distinctive background, combining in-depth knowledge of the legal sector with a strong understanding of emerging technologies' challenges, will support the firm’s ambition to accelerate innovation in a structured and responsible manner. At the crossroads of law, ethics and innovation In his role, Philip Louis will play a central part in shaping and implementing the firm’s innovation and digital transformation strategy. He will work closely with legal, technology and compliance teams to structure and lead a portfolio of technology initiatives. He will draw on his experience at the Barreau du Québec and his strategic thinking on the ethical and responsible use of artificial intelligence in the legal sector. He will also maintain active monitoring of technological developments and assess their impact on the profession, contributing to the firm’s strategic direction. “Innovation in the legal field truly comes into its own when it tangibly enhances professionals’ ability to better serve their clients. When properly managed, artificial intelligence becomes a powerful tool for improving the quality of analysis, accelerating information processing, and refocusing lawyers’ work on higher value-added issues. Lavery offers a unique environment for transforming these possibilities into concrete solutions that benefit clients,” said Philip Louis. A rigorous, responsible and value-driven approach Lavery has adopted a thoughtful and disciplined approach to AI, choosing to develop internal tools in a controlled environment rather than relying on generic commercial solutions. In this context, the arrival of Philip Louis enhances the firm’s capacity to innovate responsibly, embedding considerations of compliance, professional ethics, confidentiality and user acceptability into solutions from the outset. With his specialized training in responsible AI, combined with technical expertise in programming and emerging technology, he will be able to act as a true bridge between the legal, technological and operational dimensions of innovation. “Integrating AI into a law firm like ours requires a structured, well-governed approach aligned with our professional obligations.Philip’s expertise allows us to go further, more efficiently, while maintaining the highest standards of quality and protection for our clients,” said Loïc Berdnikoff. Part of a broader strategy This appointment follows a series of recent initiatives aimed at accelerating the integration of AI within the firm, including the rollout of its closed-loop generative AI interface, “Billy,” and the strengthening of its innovation leadership. Together, these initiatives mark the beginning of a sustained transformation, positioning Lavery as a leading player in the responsible adoption of AI in the legal sector.
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Lavery is accelerating its integration of artificial intelligence into its practices and asserting its position as a leader in innovation
Montreal, April 15, 2026 — Lavery is taking another step in its integration of artificial intelligence into the legal and intellectual property practices by announcing a series of strategic initiatives that will significantly precipitate its technological shift. Invested in artificial intelligence since 2017 with the launch of its Lavery Legal Lab on Artificial Intelligence (L3AI), Lavery has made the bold decision not to use commercial solutions, but rather to develop custom internal tools as part of a unique, well-thought-out and controlled approach, resolutely focused on creating value for its clients. By developing unique solutions to support the legal and intellectual property practices, Lavery is providing its professionals with the means to concentrate their efforts where it counts the most—serving clients. A clear vision: innovating without compromising rigor To realize this ambition, Lavery is announcing that it has named Loïc Berdnikoff as its new Chief Innovation Officer. Mr. Berdnikoff is thus adding this innovation role to his responsibilities as General Counsel and Chief Privacy Officer. This nomination reflects a clear vision: integrate innovation and the highest industry standards as well as the rigor that the practice of law requires. “In our profession, innovation, and in particular the use of artificial intelligence, must coexist with a number of compliance parameters aimed at ensuring the highest confidentiality and quality standards. My role is to allow our firm to take bold steps forward, while ensuring security and quality and meeting our professional obligations,” says Loïc Berdnikoff. With the appointment of a new Chief Innovation Officer and the unique expertise of Benoit Yelle, Éric Lavallée and Gaspard Petit, the members of L3AI, the firm will be better able to: translate technological challenges into concrete solutions for the practice of law roll out capacity-building initiatives more rapidly closely align innovation with industry standards and our day-to-day work “This is the beginning of a movement. Our firm’s ambition is clear: We want to build a model where artificial intelligence spurs excellence and is at the service of both our clients and our profession. Innovation is at the heart of our strategic trajectory, and we are making every effort to hold our position as a leader in technological development in the legal industry in Quebec. This new appointment aims to solidify our commitment in this regard,” says the firm’s CEO, Anik Trudel. Lavery is rolling out a tool called “Billy,” a closed-loop generative artificial intelligence interface Since 2023, Lavery has been developing an internal generative artificial intelligence tool for all of its members to access, in a controlled environment, different versions of its chatbot designed specifically for the Quebec legal context. Today, Lavery is rolling out a new assistant for its members, called “Billy” as a tribute to the firm’s heritage. It is entirely secure, ensuring that no information entrusted to it or produced by it can be transmitted or accessed by a third party. With the creation of this new personalized interface, Lavery is consolidating its position as a pioneer in artificial intelligence applied to legal and intellectual property services, combining innovation and security. Designed by the L3AI in collaboration with our members and professionals from our IT group, the interface illustrates the firm’s commitment to remaining a leader in the responsible adoption of new technologies, for the benefit of its clients. Innovation to serve our clients Billy will host the artificial intelligence tool on dedicated Lavery servers. It therefore no longer depends on an interface from an external provider, making it possible to use the assistant without exposing client data to a third party. To our knowledge, it is the first tool that can offer such a guarantee in the Quebec legal services market. The tool assists with legal and intellectual property work, but the work remains entirely guided by the expertise of our legal and intellectual property professionals. We are integrating artificial intelligence to focus more of our energy on what really creates value for our clients: strategic analyses, risk anticipation, negotiations and decision-making assistance. Our new personal assistant will coexist with Lavery’s artificial intelligence tool, built on the most powerful external language models. We will continue to actively develop our tool to stay ahead of artificial intelligence technological developments. The starting point of an ongoing transformation These announcements are part of a broader effort. They are the starting point of a series of initiatives aimed at responsibly integrating artificial intelligence into all of the firm’s activities, for the long term. Lavery intends to continue not only to invest, but also to deepen its collaboration with various organizations involved in artificial intelligence development and actively contribute to the evolution of legal and intellectual property services in the age of artificial intelligence.
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Beyond Code: Powering AI; Canada’s Moment?
The rise of artificial intelligence (AI) is no longer just about algorithms, data, and software. Once confined to the minds of computer scientists, AI now depends on massive physical infrastructure: expanded electricity generation, resilient transmission and distribution grids, and high-performance data centres, supported by advanced semiconductors, critical minerals, and complex global supply chains. As AI penetrates every sector, from defense1 to finance2, it is driving surging demand for reliable, affordable, low-carbon power; leading-edge hardware manufacturing; and the construction and modernization of digital infrastructure. This shift creates material challenges as well as opportunities, particularly for resource-rich countries such as Canada. This article first outlines AI’s infrastructure requirements and then examines how Canada could position itself as a key player by leveraging its energy and critical-mineral endowments, while identifying critical blind spots in current strategy. Infrastructures Required for AI The Need for Stable Energy The electricity demand driven by the expansion of data centres and AI applications is surging. The International Energy Agency (IEA) estimates that data centres consumed approximately 415 terawatt-hours (TWh) in 2024, roughly 1.5% of global electricity consumption. This figure could more than double by 20303, to roughly 945 TWh, with AI a primary growth driver. In some economies, data centres could represent more than 20% of electricity demand growth by 2030, while in the United States, demand could grow more than thirtyfold by 2035, to 123 gigawatts, from 4 gigawatts in 20244. Meeting this rising demand requires new generation capacity. Building renewable, nuclear, or gas-fired plants poses significant regulatory, environmental, and logistical challenges. Renewables face land-use constraints, and wind and solar intermittency is at odds with AI’s round-the-clock power requirements. Nuclear entails high upfront costs, licensing and safety requirements, and long lead times. Several recent data centre and AI infrastructure projects, including those led by xAI5, Oracle6, and Meta7 have turned to natural gas generation, citing its speed of deployment and ability to bypass grid interconnection delays. The IEA emphasizes that accelerating deployment of clean generation is essential to meet AI-driven demand and climate commitments. In practice, countries must balance the urgency of capacity expansion with decarbonization targets, an increasingly complex policy challenge. The stability and scalability of AI infrastructure also depend on grid modernization and the strategic siting of data centres. The IEA emphasizes that “a sole focus on increasing electricity generation won’t be enough […] countries must also think about their infrastructure.” Deloitte similarly notes that “the AI ambitions of the [U.S.] government and industry come up against the grid’s capacity to power or even interconnect data centers, as there is currently a seven-year wait for some requests to connect to the grid.” Material Needs for AI Infrastructure Beyond energy, AI relies on a wide range of materials: to build data centres (concrete, steel, copper, cooling systems) and to equip them (semiconductors and specialized chips, cabling, rare earths, and high-purity metals). The IEA warns that AI-driven growth will add pressure to critical-mineral supply chains—especially for copper and aluminium8, but also nickel, gallium, and silicon. This pressure is not unique to AI: the global shift to electrification already fuels intense competition for the same scarce resources. The IEA’s Global Critical Minerals Outlook 20259 projects that demand for copper, lithium, and nickel could double or even triple by 2030, while supply remains concentrated in a few regions and vulnerable to geopolitical shocks. In short, AI rests on heavy physical infrastructure underpinned by a finite, geopolitically sensitive mineral base. The growing overlap between AI and the broader energy transition underscores a key point: the sustainability and scalability of AI hinge as much on resource management and industrial policy as on innovation. Canada as a Potential Key Player Energy: Nuclear Development and Hydro-Québec’s Ambitions Canada is a major energy producer, generating approximately 639 TWh of electricity in 2022, roughly 70% from renewables10. This baseline gives Canada a comparative advantage in powering energy-intensive digital infrastructure, such as AI data centres. Building on this foundation, Canada is expanding its nuclear capacity. In 2023, Ontario Power Generation announced plans to build up to four small modular reactors (SMRs) at its Darlington site, together totalling about 1,200 megawatts (MW) of clean electricity11. These developments form part of a national effort to deploy next-generation nuclear technology12 that will provide stable, low-carbon baseload power to support industrial electrification and the growth of AI infrastructure. Meanwhile, in Québec, Hydro-Québec is investing heavily to modernize and expand renewable capacity. Its Action Plan 2035 outlines $90–110 billion to add 8,000–9,000 MW of new capacity by 2035, primarily through hydro and wind. The plan also calls for approximately 5,000 km of high-voltage transmission lines to connect new generation and improve reliability across the province13. Canada’s cold climate offers an operational advantage: data centres can significantly reduce cooling costs by using free-cooling techniques. For example, a Winnipeg data centre leverages ambient winter air to reduce energy use and costs14. This cold climate, together with hydroelectric and nuclear capacity and Canada’s endowment of critical minerals required to build AI infrastructure, gives Canada strong prospects for AI-related investment. The Blind Spots in Canada’s Strategy Canada was the first G7 country to launch a national AI strategy in 2017: the Pan-Canadian Artificial Intelligence Strategy. The strategy aims to position Canada as a global AI leader by fostering research excellence, developing talent, and promoting commercialization. However, it focuses heavily on intellectual leadership and policy principles, with limited measures to address the physical requirements of large-scale AI deployment, including data centre capacity, digital infrastructure, and energy integration15. Building on this framework, the federal government announced the AI Strategy Task Force on September 26, 202516. The initiative will address safe AI, public trust, and infrastructure. The task force, comprising experts from academia, industry, and civil society, will provide recommendations. Nonetheless, details on specific measures remain limited. A major structural challenge is weak coordination among federal, provincial, and local authorities, as well as with Indigenous and community stakeholders17. While the federal government sets broad ambitions for AI, the energy transition, and digital sovereignty, implementation depends on provincial jurisdiction over energy, land use, and industrial planning. This fragmented governance results in inconsistent priorities and delays. The Wonder Valley data centre in northern Alberta, announced as a US$70 billion initiative to build one of the world’s largest AI computing hubs, illustrates these tensions18. Despite support from the provincial government, the project faced strong opposition from the Sturgeon Lake Cree Nation, citing inadequate early consultation and environmental and treaty-rights concerns. The controversy reflects a broader issue of social acceptability, a recurring barrier to large-scale industrial and digital infrastructure projects across Canada. Overlapping regulations and permitting delays significantly hamper Canada’s ability to develop large-scale infrastructure. The Business Council of Canada describes the permitting system for major projects as “overly complex, time-consuming and a major impediment to attracting investment,” 19 noting that projects may face decades of approvals before construction begins. This maze of federal-provincial rules introduces uncertainty and cost escalation, especially problematic for high-capital, rapidly evolving sectors such as AI infrastructure. In Québec, two strategic challenges stand out. First, the province has long reserved large blocks of electricity capacity for traditional energy-intensive industries, especially metallurgical and mining operations, while deprioritizing data centres. Hydro-Québec explicitly stated in 2022 that it “is in no way working to attract data centers,” reflecting hesitancy to dedicate scarce energy resources to sectors perceived as offering limited employment or local value creation. This cautious approach has left numerous projects, including major initiatives by Google in Beauharnois, waiting years for approval or grid connection. The provincial stance prioritizes long-term industrial diversification and resource-based manufacturing over rapid digital infrastructure expansion20. Second, Québec’s Action Plan 2035 emphasizes wind and solar as complements to hydroelectricity, but their intermittency challenges the continuous power required by AI data centres. While this policy aligns with decarbonization goals, it may make Québec less attractive to hyperscale data centre operators, many of whom now favour regions with stable nuclear or natural gas baseload generation, such as Ontario or certain U.S. states. Taken together, these challenges reveal a structural gap between Canada’s ambition to lead in AI and its capacity to provide the physical and regulatory foundations needed to sustain it. A recent partnership between the U.S. government, Westinghouse Electric Company, Brookfield Asset Management, and Cameco Corporation to deploy at least US$80 billion in new nuclear capacity—explicitly linked to AI data centres and compute—shows the global race to build AI’s physical backbone is already underway21. Conclusion The emergence of artificial intelligence marks a profound transformation in the global economy, one that is as material and infrastructural as it is digital and cognitive. Data centers, energy systems, and supply chains for critical minerals have become the true arteries of the AI age. As such, the countries that succeed in this new era will not be those that simply pioneer algorithms, but those that can secure, scale, and sustain the physical foundations of intelligence itself. For Canada, the path forward hinges on bridging the gap between its research excellence and its industrial capabilities. With abundant clean energy, critical minerals, and a strong technological ecosystem, Canada holds the ingredients to become a champion of sustainable AI infrastructure. Yet, without a coherent, long-term coordination between federal and provincial levels and a streamlined regulatory environment, it risks remaining on the periphery of the next technological revolution. Original article: https://emagazine.renewcanada.net/?pid=ODk8923274&v=3.10&p=31 Ministère des Armées et des Anciens combattants (2025). Comprendre l’IA de défense. https://www.defense.gouv.fr/actualites/comprendre-lia-defense KPMG (2025). L’IA dans la fonction finance. International Energy Agency (2025). Energy and AI. https://iea.blob.core.windows.net/assets/601eaec9-ba91-4623-819b-4ded331ec9e8/EnergyandAI.pdf Deloitte (2025). Can US infrastructure keep up with the AI economy?. https://www.deloitte.com/us/en/insights/industry/power-and-utilities/data-center-infrastructure-artificial-intelligence.html Data Centers Going Off-Grid With Natural Gas to ‘Find Any Way to Get Power’ https://www.naturalgasintel.com/news/data-centers-going-off-grid-with-natural-gas-to-find-any-way-to-get-power/ 'Go Where The Gas Is': Data Centers Follow Fracking In Search For Power https://www.bisnow.com/national/news/data-center-power/go-where-the-gas-is-data-centers-follow-the-fracking-in-search-for-power-131552 Ibid. See 3 International Energy Agency (2025). Global Critical Minerals Outlook 2025. https://iea.blob.core.windows.net/assets/ef5e9b70-3374-4caa-ba9d-19c72253bfc4/GlobalCriticalMineralsOutlook2025.pdf Government of Canada (2025). Energy Fact Book, 2024-2025: Clean power and low carbon fuels. https://energy-information.canada.ca/en/energy-facts/clean-power-low-carbon-fuels Government of Ontario (2023). Ontario Building More Small Modular Reactors to Power Province’s Growth. https://news.ontario.ca/en/release/1003248/ontario-building-more-small-modular-reactors-to-power-provinces-growth Governement of Canada (2024). Canada’s Small Modular Reactor Action Plan. https://natural-resources.canada.ca/energy-sources/nuclear-energy-uranium/canada-s-small-modular-reactor-action-plan Government of Québec (2023). Vers un Québec décarboné et prospère, Plan d’action 2025. https://www.hydroquebec.com/data/a-propos/pdf/plan-action-2035.pdf Economic Development Winnipeg. (n.d). Winnipeg’s cold climate means big savings for MTS Data Centres’ clients. https://www.winnipegedt.com/newsroom/read,post/596/winnipeg-s-cold-climate-means-big-savings-for-mts-data-centres-clients?dismiss=day Government of Canada (2025). Pan-Canadian Artificial Intelligence Strategy. https://ised-isde.canada.ca/site/ai-strategy/en Government of Canada (2025). Government of Canada launches AI Strategy Task Force and public engagement on the development of the next AI strategy. https://www.canada.ca/en/innovation-science-economic-development/news/2025/09/government-of-canada-launches-ai-strategy-task-force-and-public-engagement-on-the-development-of-the-next-ai-strategy.html The Dais (2024). From Potential to Performance: Roundtable Report on Canada’s Investment in AI Compute Infrastructure. https://dais.ca/wp-content/uploads/2024/10/AI-Roundtable-Summary-Report_V4.pdf E. Rubayita (2025). Alberta First Nation voices 'grave concern' over Kevin O'Leary's proposed $70B AI data centre. CBC. https://www.cbc.ca/news/canada/edmonton/alberta-first-nation-voices-grave-concern-over-kevin-o-leary-s-proposed-70b-ai-data-centre-1.7431550 Business Council of Canada (2025). Stifled by red tape. https://www.thebusinesscouncil.ca/report/stifled-by-red-tape/ L. Arbour and S. Mayer (2025). Les centres de données au Québec. Bibliothèque de l’Assemblée Nationale. https://premierelecture.bibliotheque.assnat.qc.ca/2025/02/10/les-centres-de-donnees-au-quebec/ Brookfield (2025). United States Government, Brookfield and Cameco Announce Transformational Partnership to Deliver Long-term Value Using Westinghouse Nuclear Reactor Technology. https://bam.brookfield.com/press-releases/united-states-government-brookfield-and-cameco-announce-transformational-partnership
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