Two of western Canada’s major resource industry trade shows were held in January, BC Natural Resources Forum and AME Roundup. If you were at these conferences, one message came through loud and clear: Canada wants to build, and we have the project pipeline, the capital, and the capability to make it happen.

The question is whether we can move them forward with the predictability and rigour required for long-term success.

With critical mineral demand climbing and supply chains under strain, Canada’s role as a stable, responsible supplier is front and centre. Across sessions and side conversations, there was real momentum to invest and build. The gap is not interest. It’s execution.

Permitting and approvals were a constant thread. Teams are looking for clearer pathways, better coordination, and timelines they can plan around. Not because anyone is asking for shortcuts, but because uncertainty makes it harder to manage resources, align partners, and stay accountable to commitments.

That’s where the Major Projects Office, the MPO, fits into the conversation. There’s cautious optimism it could reduce duplication, improve coordination, and bring more consistency to how nationally significant projects are handled. At the same time, many people are still looking for practical detail. How projects will be selected, how the MPO will work alongside existing regulators, and what measurable improvements to timelines might look like.

Two other themes also stood out to us.

First, a preference for Environmental Social Governance (ESG) messaging and signalling has given way to tangible data and results. Over the past few years, most projects branded themselves as sustainability and ESG champions. However, when you dug in, lofty claims often became difficult to understand or validate. This year, companies are incorporating and communicating tangible benefits such as economic impact, signed partnerships, and verifiable environmental impact. Although, there is still some greenwashing going on, this is a welcome evolution from strong marketing, to quantifiable action.

Second, the conversation around AI has shifted. Less hype, more practical use. The interest we heard was centred on supporting decision-making, improving safety and risk management, and reducing time spent on repetitive documentation and searching for information.

We're curious what others are seeing. Where are you seeing the biggest opportunities to improve execution right now? And what would help bring more predictability to the approvals and delivery process? Feel free to reach out with questions or comments!

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