From crisis to catalyst: Canada’s opportunity to drive global health and research innovation

In a time of transformative health-care innovations, particularly within the biotechnology sector, Canada stands at a critical juncture. The COVID-19 pandemic, along with geopolitical and economic challenges, has highlighted the urgent need to strengthen the country’s domestic research capabilities. With a strong scientific legacy, Canada has the potential to lead this global shift. As the federal government plans for the future, it’s crucial to learn from past decisions where research investment was often neglected. The country’s readiness to respond to emerging health threats, including infectious disease, mental health, and chronic cardiovascular and respiratory conditions, depends on robust research infrastructure. While it is not possible to predict the next global health crisis, preparedness is essential. Pamela Shaver-Walker is the corporate vice-president, global head of operations for Safety Assessment at Charles River Laboratories. Handout photograph Charles River Laboratories (Charles River) is a leading global biopharmaceutical research organization. With four facilities located in Quebec that employ more than 2,500 innovators, we certainly recognize just how much potential Canada holds. From entry-level laboratory technicians to PhD scientists, and more than 500 staff with advanced degrees in various biology and chemistry disciplines, Charles River’s workforce has some of the brightest minds and talent responsible for delivering scientific breakthroughs. Edward Short is the corporate vice-president, human resources at Charles River Laboratories. Handout photograph Canada holds the potential to lead in key research areas, such as cell and gene therapies, rare disease treatments, vaccine development, and novel treatment development for chronic disease. However, delivering on this potential requires access to a greater pipeline of talent, attractive investment opportunities for biotech organizations, greater collaborations between private sector and all levels of government, and the capability for experimental development. Canada needs thoughtful policies that facilitate strategic investments, harnessing the nation's vast research potential. While the federal Biomanufacturing and Life Sciences Strategy marked a pivotal moment in acknowledging the sector's immense potential for growth, significant work remains to address several critical barriers to growing Canada’s biomanufacturing and life sciences sector. Specifically, a decreasing pipeline of talent, and a lack of much-needed laboratory space for drug discovery activities are two key factors to achieving long-term success. Labour market research from BioTalent Canada shows that more than 65,000 new biotech workers will be needed in the country by the end of this decade. This, coupled with the fact that major Canadian cities lack available laboratory space, is preventing the biotech sector from thriving and driving innovation out of the country. Investing in “accelerators” like vivarium laboratory spaces where biotech organizations can collaborate with necessary resources including expertise, equipment, and instrumentation, or contract their research out can alleviate pressures both from infrastructure demands, and costs associated with staffing. These “pop-up” lab spaces will not only spur innovation and discovery, but can also maximize regional economic development for surrounding communities. Moreover, partnerships with academic institutions should be a cornerstone of Canada’s strategy. Charles River has seen great success through its collaborations on curriculum design, lab standards, and research, ensuring that the next generation of scientists is well prepared to lead the charge. In addition, advancements in predictive toxicology, and responsible AI-driven decision support with regard to drug development are important to reduce the upfront investment required in the discovery and progression of compounds to first-in-human trials. Using the data from both successful molecules as well as those that fail helps to better explain and predict the toxicity and efficacy of molecules, which is invaluable to Canada’s positioning as a leader in drug discovery. Lastly, this country can harness its potential by paving the way when it comes to developing innovative research practices by actively embracing new approach methodologies. Through initiatives like Charles River’s Virtual Control Groups in nonclinical toxicology, we are reducing animal usage by replacing selected control group animals with matched virtual counterparts developed from retrospective datasets. By advancing responsible and innovative scientific practices, Charles River is championing methods that reflect our commitment to ethical research, patient safety, and cutting-edge technology. As Canada navigates the uncertainties of a post-pandemic world, we can't afford to fall behind in research. Investing in the country’s domestic research infrastructure is crucial not only for protecting our communities and strengthening our economy, but also for asserting Canada’s leadership in global health innovation. By creating an environment that fuels scientific advancement, Canada can face future crises with confidence, ensuring both its prosperity and global influence. Most importantly, investing in research is about creating healthier lives—here at home, and around the world. Pamela Shaver-Walker is the corporate vice-president, global head of operations for Safety Assessment at Charles River Laboratories. Shaver-Walker is responsible for global operations across more than 20 sites in seven countries and partners with senior leaders across safety assessment to drive initiatives related to harmonization and alignment in areas that converge across operations. Edward Short is the corporate vice-president, human resources at Charles River Laboratories. He has served as a member of BioTalent Canada’s board of directors since 2017, where he currently chairs the Governance and Nominations Committee. The Hill Times