2025–26 Accomplishments
The 2025–26 fiscal year represented an important period of consolidation and forward momentum for Protein Industries Canada, as the organization continued to operate in a challenging but increasingly opportunity-rich environment.
While global capital markets remained cautious and many food and ingredient companies continued to face pressures related to scale-up, productivity, and commercialization, there was growing recognition — domestically and internationally — of Canada’s potential to lead in value-added agriculture and food production.
Against this backdrop, Protein Industries Canada focused its efforts on strengthening the foundations needed for long-term sector growth: advancing enabling technologies, supporting commercialization pathways, deepening engagement with capital and policy leaders, and positioning Canada as a trusted partner in global food and ingredient markets.
Throughout the year, Protein Industries Canada continued to deliver on its core mandate of innovation programming and ecosystem development, while also laying the groundwork for future growth and resilience.
Significant accomplishments of 2025–26 included:
-
$807.4M
committed
-
802
partners across Canada collaborating in projects
-
Partnership with Singapore's Nurasa
to help Canadian ingredient and food
companies enter the Southeast Asian market
-
175
in-person attendees at two-day AGM & Conference in Winnipeg
-
Make It Here
launched to drive the movement for Canada to capture the value created from what we grow
-
636
reported IP assets
The core work of Protein Industries Canada revolved around four main themes:
Global Leadership
Skip to section
Innovation Evolution
Skip to section
Member Prosperity
Skip to section
One Team
Skip to section
Global Leadership
Canada is a partner of choice for high-protein, plant-based ingredients
OBJECTIVE
Canada’s value proposition for ingredient manufacturing is competitive and drives foreign investment
INITIATIVES
- Protein Industries Canada will gather knowledge on Canada’s competitiveness in ingredient manufacturing and food processing, and will make recommendations to all levels of government on policy initiatives and incentives that will improve Canada’s competitiveness in attracting new investment.
- Advocate for the expansion and alignment of refundable tax credits at both the federal and provincial level.
- Protein Industries Canada will work to increase awareness and understanding of Canada’s value proposition for ingredient manufacturing by targeting outreach to high-priority foreign direct investment targets.
- Plan and execute high-profile events, in collaboration with relevant agencies, to advance Canada’s brand as a supplier of choice of high-value ingredients and food products.
- Protein Industries Canada gathers deep market knowledge on priority markets of Southeast Asia and Northern Europe to support the creation
of new markets for Canadian ingredients and products. - Support incoming trade and innovation missions.
RESULTS
- In the 2025-26 fiscal year, Protein Industries Canada made four recommendations—developed through member consultation and external intelligence—necessary to bolster Canada’s position as a leader in food production and ingredient manufacturing:
- Increase capital investment by making large-scale private funds, such as the Canadian Infrastructure Bank, available to industry and reduce risks of major capital investments via tax policy;
- Scale innovation infrastructure;
- Capture new markets; and
- Make progress on regulatory modernization.
- These recommendations were shared with federal and provincial governments and industry via meetings, presentations and through communication materials.
- Protein Industries Canada targeted and made progress with high-priority FDI targets, including Singapore, Southeast Asia and Europe.
- Protein Industries Canada hosted their annual AGM and Conference, hosting representatives from Singapore and facilitating one-on-one meetings between Canadian companies and Nurasa.
- Protein Industries Canada participated in several incoming missions, including from Bangladesh, Thailand, the UK and more.
OBJECTIVE
Members commercialise and export Canadian ingredients, products and services
INITIATIVES
- Protein Industries Canada will gather deep knowledge of market needs (e.g. ingredients, functionality, health benefits, consumer preferences, etc.) and share with Canadian companies, supporting Canadian companies
to enter global-value chains with in-demand products. - Leverage whitespace opportunities identified in IP landscape report to identify new opportunities for Canadian ingredient manufacturers, aligned with market trends.
- Formalize international R&D partnerships to enable investment into Canadian companies and secure substantial offtake agreements for Canadian ingredient processors.
- Work with federal government partners to develop a market access program that supports Canadian ingredients to enter global value chains.
- Facilitate meaningful collaboration between Canadian ingredient manufacturers and international food processors.
RESULTS
- Protein Industries Canada has issued an RFP to multiple market intelligence firms to gather deep market knowledge, with the RFP being awarded prior to the end of the fiscal year.
- Throughout the fiscal year, the IP whitepaper was used to help Canadian firms identify whitespace opportunities within the market.
- Two more projects, as part of the agreement with Innovate UK, were announced this past year, leading to four formal R&D partnerships with Innovate UK, including:
- Developing Canadian legume and sunflower ingredients in plant-based burgers for global distribution | Canada: Lovingly Made Ingredients, Botaneco; UK: Stars UK R&D, The University of Leeds
- Developing new markets for lupin in Canada & the UK | Canada: Lupin Platform Inc.; UK: BioPower Technologies Ltd., UK Agri-Tech Centre Ltd., Soya UK Ltd., The University of Leeds
- A formal partnership with Nurasa, an R&D agency from Singapore, was announced, with the first cohort of Canadian companies being announced prior to the end of the fiscal year. Protein Industries Canada believes this model of R&D collaboration between a Canadian ingredient manufacturer and an international food processor will be very successful in developing new markets for Canadian goods and is currently exploring a similar approach with partners in other key markets.
Developing new markets for lupin in Canada & the UK
OBJECTIVE
Protein Industries Canada creates opportunities for international relationships in ingredients and food
INITIATIVES
- Protein Industries Canada provides information, advice and pathfinding services to support our members in capturing new opportunities in key international markets.
- Protein Industries Canada leverages our deep knowledge and connections to extend influence within the international ecosystem.
- Create opportunities to showcase Canada and our members to priority international markets.
- Collaborate with GAC, TCS, Invest in Canada and AAFC to create demand for Canadian products in key international markets.
- Collaborate with international organizations on the development of policies and initiatives aimed at driving growth in the plant-based food sector.
RESULTS
- Protein Industries Canada's relationships and intelligence of key markets such as Singapore and Southeast Asia have been key in diversifying market opportunities for Canadian companies, as is evidenced by the Protein Industries Canada–Nurasa partnership.
- Protein Industries Canada continues to explore opportunities with Denmark and the EU to form a new bilateral relationship, as well as keeping close connections with the US.
- Protein Industries Canada’s Director of Business Development provides one-on-one counselling to companies to help them discover opportunities in new international markets.
- Protein Industries Canada collaborated with federal partners to participate in events in Japan (HI Japan), Europe (Hannover Messe) and Singapore (Singapore Agriculture Week) to help increase knowledge and awareness of Protein Industries Canada and our members.
- Protein Industries Canada announced the 2026 edition of Plant Forward – Plant Forward on the Prairies to be held in Saskatoon in September 2026.
INITIATIVES
- Canada’s ingredient manufacturing and food processing environmental sustainability position is recognized and leveraged as an asset
RESULTS
- Leverage existing research and data to further quantify the environmental sustainability of Canadian ingredients from production through to finished product.
- Support Technology Leadership projects and members in measuring the environmental sustainability of products.
Asia-Pacific Market Entry Program
Innovation Evolution
Canada has a competitive business environment for ingredient manufacturing and food processing
OBJECTIVE
Value-added agriculture, ingredient manufacturing, food processing and bioproducts is a priority sector for Canada
INITIATIVES
- De-risk the achievement of The Road to $25 Billion (Roadmap) by increasing awareness and support of Canada’s value-added agriculture sector, with a focus on full-seed utilization
- Further engage with the federal government to action the four priority areas necessary to advance Canada’s value-added agriculture and food production sector.
- Further conversations with provincial and municipal leaders to create a unified approach to attract investment and support the development of new ingredient manufacturing plants across the Prairies.
- Work with provincial and municipal governments, and federal organizations such as PrairiesCan, to identify potential development areas/”opportunity zones”.
- Engage with commodity organizations and industry associations to increase support for the recommendations in the Roadmap.
View The Road to $25 Billion
RESULTS
- Outreach on The Road to $25 Billion was the priority for Protein Industries Canada's public affairs efforts. Throughout the year, multiple meetings were held with elected officials, senior-level department officials, and provincial ministers, and were supported by marketing and communication efforts, including quarterly newsletters to elected officials.
- Protein Industries Canada met with the departments of AAFC, Finance, ISED, Treasury Board, PrairiesCan, the PMO and members of the Official Opposition.
- Recommendations concerning policies to attract investment and make construction in Canada more competitive, along with steps necessary to advance a toll-processing facility, and engaging in consultations and working groups regarding regulatory improvement, were the key areas of focus.
- Protein Industries Canada met with provincial agricultural ministers from BC, AB, SK, MB and ON.
- Public Affairs efforts were supported by stakeholder outreach and communication efforts, including social media campaigns and media outreach.
OBJECTIVE
Canada’s regulatory system is responsive and supports innovation and commercialization of novel ingredients, food, feed and bioproducts
INITIATIVES
- Continue the work of the Centre for Regulatory Research and Innovation (CRRI) to advance work on regulatory priority areas.
- Engage with Technology Leadership projects participants to proactively address regulatory and policy hurdles.
- Protein Industries Canada is recognized as a thought leader and expert to support policy and regulatory changes that support sector growth.
- Work in collaboration with the regulators to create data sets to support regulatory and policy changes.
RESULTS
- Through the 2025-26 fiscal year, the CRRI managed 13 research projects that are gathering data to support regulatory changes that will improve the competitiveness of Canada’s plant-based food, feed and ingredient sector.
- Protein Industries Canada participated in numerous consultations, roundtables and committees regarding regulatory modernizations.
- Protein Industries Canada, in collaboration with the Canadian Nutrition Society and Crop Life Canada, hosted a regulatory workshop in Ottawa to support a discussion on risk hazard approach to regulation.
- An overview of the work of the CRRI, including research results and publications, can be found here.
The Centre for Regulatory Research and Innovation
OBJECTIVE
Canada has the capital and invests to retain, grow and scale domestic companies
INITIATIVES
- Recommend incentives to the federal and provincial governments that will de-risk private investment and support the construction of commercial-scale facilities in Canada.
- Further advocate for value-added agriculture and food production to be included as a priority investment area in federal government programs and lending programs.
- Work to establish a pool of capital for large-scale infrastructure investment.
- Provide the capital community with relevant knowledge of Canada’s value-added agriculture sector.
- Collaborate with the capital community on solutions for ingredient manufacturers.
- Create meaningful connections between members and the capital community.
RESULTS
- Throughout the fiscal year, Protein Industries Canada engaged in many events with the capital community, including hosting a capital roundtable in Calgary and participating in the Canadian Agrifood Coalition. Protein Industries Canada also regularly makes introductions between our members and the capital community.
- Protein Industries Canada is part of strategic discussions and conversations around capital and the challenges and gaps with key investors and policy leaders.
- Protein Industries Canada commissioned EY to do a review of current federal programs and incentives that could be applied to Canada’s ingredient manufacturing and food production sectors to de-risk investment into Canada. Based on the results of the report, Protein Industries Canada provided recommendations to both federal and provincial governments.
- Protein Industries Canada participated and attended key events such as Venture Forums and Invest in Canada.
OBJECTIVE
Canadian companies are improving productivity and addressing labour and skill gaps through training and innovation
INITIATIVES
- Invest into credential programs that address knowledge and training gaps in the ecosystem.
- On an annual basis, undertake skill gap analysis on behalf of sector and identify areas of greatest need.
RESULT
- Through our Capacity Building stream, Protein Industries Canada issued a call for projects that focus on training and skills gaps. Projects that resulted from that call are currently working through the full proposal application.
- Another cohort completed the Ivey program, bringing the total to five cohorts since the program launched.
Keeping Canadian companies competitive
OBJECTIVE
Protein Industries Canada members have access to research, innovation and scale-up infrastructure
INITIATIVES
- Support companies in navigating domestic and international research and scale-up infrastructure
- Develop the business case and recommendation to establish a toll-processing facility in Canada.
- Work with the federal and provincial governments and private industry to develop a sustainable financial model to build and operate a toll-processing facility.
RESULTS
- Engaged a consultant to perform a demand study for a toll processing facility.
- Developed a partnership with a leader in ingredient and food manufacturing equipment to explore options regarding the development of a toll processing facility in Canada.
- Made connections for members who are looking for research and scale-up infrastructure partnerships.
OBJECTIVE
Protein Industries Canada is positioned to continue to support the growth of the sector
INITIATIVES
- Continue to make the case for Protein Industries Canada as a catalyst and leader in Canada’s agriculture and food production sector.
- Protein Industries Canada is a sustained partner to deliver innovation and capital funding.
- Use our expertise in ingredient manufacturing and food processing to advance the growth of the ecosystem.
- Protein Industries Canada is the collective voice of the ecosystem and our members.
- Explore the evolution of Protein Industries Canada’s business model to generate additional funding sources.
RESULTS
- Companies were encouraged to quantify their environmental sustainability impacts as part of their project proposals, helping build a stronger evidence base for Canadian ingredient sustainability.
- Several Technology Leadership projects incorporated Life Cycle Assessments (LCAs) to measure product-level sustainability.
- Additional projects advanced environmental performance by exploring sustainable packaging solutions and by valorizing waste streams to reduce overall footprint.
- The MRV business case did not proceed, as the proposed project did not secure the required industry match for a technology-focused initiative.
Explore all our Technology Leadership projects
OBJECTIVE
Underrepresented groups benefit from the economic growth of the sector
INITIATIVES
- Ensure all Protein Industries Canada-funded projects complete Economic Reconciliation activities.
- Use the Capacity Building Fund to support the development of projects that bring benefit to Indigenous people and new Canadians.
- Support the creation of an entity that facilitates Indigenous investment into value-added agriculture and food production.
RESULTS
- Companies were encouraged to quantify their environmental sustainability impacts as part of their project proposals, helping build a stronger evidence base for Canadian ingredient sustainability.
- More than 55% of Technology Leadership project participants have completed at least one Economic Reconciliation activity.
- Protein Industries Canada continues to support Indigenous engagement and investment into Canada’s value-added agriculture and food production sector through our Capacity Building program stream.
- An example is a project led by Red River College, with co-investment from Protein Industries Canada, to address Indigenous food security and sovereignty barriers in First Nation and Red River Métis food production and distribution systems.
Protein Industries Canada's role and resources for Economic Reconciliation
Member Prosperity
Our members are profitable and are investing for the future
OBJECTIVE
Protein Industries Canada members commercialize profitable products and services
INITIATIVES
- Support full utilization of seed (protein, oil, fibre & starch) to maximize profitability of value-added products, including food, feed and bioproducts.
- Identify synergies and further partnerships to bring additional investment into member companies
- Manage project portfolio to ensure alignment with our strategic plan.
- Manage outcomes of Technology Leadership projects to support commercialization of innovative Canadian IP.
RESULTS
- Protein Industries Canada’s co-investments into collaborative innovation have resulted in an average of 3.8 value chain transformations per project. A transformation represents, for example, processing a seed into an ingredient, and then ingredient into a finished food product.
- Protein Industries Canada’s project portfolio is currently split at 14% genetics, 1% crops, 59% ingredients, 26% products. (targets: crop 15%, genetics 10%, ingredients 50%, products 25%).
- Protein Industries Canada’s projects are represented as 13% proof of concept, 70% technology scaling, 16% commercially ready, and split between crops as: 18% oilseeds, 62% pulses, 13% cereals, 7% specialty (i.e. hemp).
- Protein Industries Canada has made 180 introductions to support the creation of new partnerships for our members since 2022.
- Protein Industries Canada projects have created 636 IP assets.
59%
of all active projects fell under the ingredient pillar. (target: 50%)
14%
of all active projects fell under the genetics pillar. (target: 10%)
1%
of all active projects fell under the crops pillar. (target: 15%)
26%
of all active projects fell under the products pillar. (target: 25%)
OBJECTIVE
Members have meaningful partnerships and collaboration opportunities
INITIATIVES
- Work to increase collaboration between large and small companies to advance commercialization of new products and processes.
- Ensure project concepts that are viable but not supported by Protein Industries Canada are channelled to alternative funding sources.
- Organize member events, workshops and webinars to support member collaboration and learning.
- Increase awareness and usage of the Member Portal and IP Hub.
RESULTS
- Average of 3.0 signatories for tech projects and 3.3 for PCAIS
- Average of 6.9 collaborators for tech projects.
- Protein Industries Canada delivered targeted member collaboration and learning opportunities through in-person and virtual events, including a full day of workshops held in conjunction with our AGM and Conference. Workshop topics included the Asia Pacific Market Entry Program and Navigating Research Partnerships.
- Hosted an online information session on the Asia Pacific Market Entry Program to expand member awareness and enable broader participation.
- In partnership with Canada’s Ocean Supercluster, Protein Industries Canada hosted an IP webinar focused on data sharing and licensing to support members’ learning.
- Strengthened awareness and understanding of IP management through a three-part article series on IP trade secrets with Dentons Canada LLP and Gowling WLG, shared through member communications.
- Promotion and utilization of the Member Portal and IP Hub were supported by housing IP-related resources within the Member Portal and quarterly articles in Protein Industries Canada’s newsletter promoting the Member Portal.
Learn more about becoming a member of Protein Industries Canada
One Team
We have a shared vision and passion to strengthen Canada and create benefit for every Canadian
OBJECTIVE
A Board of Directors that establishes the strategic direction and provides strong governance oversight
INITIATIVES
- Ensure the board has the tools and information needed to provide strategic direction, manage risk and provide financial oversight, including Contribution Agreement compliance.
- Support the board to be champions for the organization and advocate for the future of Protein Industries Canada and Canada’s agriculture and food production ecosystem.
- Ensure the board is equipped to assess, monitor and implement governance best practices.
RESULTS
- The board of directors participates in two strategic planning sessions a year, and all new board members receive a full-day board orientation.
- Policies and procedures are reviewed on a systematic basis as part of committee workplans.
- Key messages on strategic priorities are shared with the board, and board members are engaged as part of stakeholder relations efforts.
OBJECTIVE
Protein Industries Canada's decision-making framework operates in an effective control environment
INITIATIVES
- Ensure a secure IT environment that will respect the integrity and confidentiality of member information.
- Ensure we are operating in accordance with our approved authority documents.
- Continue with internal project audits.
- Complete an annual review of all projects.
RESULTS
- Protein Industries Canada adheres to a high standard of governance and cybersecurity, including policies around device usage, limiting the use of devices outside of North America, and ongoing training around security, including phishing scams and AI.
- Installation and use of multi-factor authentication, and installing the anti-virus and spam blocker ThreatLocker.
- Published project management guide and costing guidance available to all project participants.
- Continued with an annual review of all projects, with almost 100% compliance by project members
OBJECTIVE
Protein Industries Canada provides a high level of service standards to our stakeholders (Board, ISED and Members)
INITIATIVES
- Ensure timely, transparent and effective communication of our activities to all stakeholders.
- Conduct our business in a timely manner that aligns with our strategic plan and the needs of our members.
- Conduct all interactions in a professional manner.
- Improve usage of CRM system, data collection and standardization to better serve members.Protein Industries Canada
RESULTS
- Protein Industries Canada communicates to stakeholders in a transparent and regular cadence, anchored by our bi-weekly newsletter that is distributed to 3,200 stakeholders. Communication also occurs through social media, articles and news stories.
- Protein Industries Canada continues to use a CRM to collect data and improve workflows and communication with stakeholders.
OBJECTIVE
Protein Industries Canada is a values-based, diverse and inclusive organization where differences are acknowledged and celebrated
INITIATIVES
- Ensure all staff have opportunity to participate in professional development activities.
- Maintain work planning process and performance management framework.
- Review and adjust our compensation program to ensure the long-term sustainability of the organization.
- Approach our work with a cross-functional, one-team approach.
- Be intentional in fostering an inclusive workplace environment.
- Build on the corporate-wide training to further understanding among staff about Indigenous reconciliation, building on previous reconciliation training.
- Ensure job postings are more accessible to potential Indigenous candidates.
RESULTS
- Staff development is a priority, with every staff member having access to professional development funds and opportunities.
- All employees complete an annual workplan.
- Protein Industries Canada holds an annual all-staff meeting that includes professional development. This year’s focus was AI and the adoption of new tools.
- All Protein Industries Canada job openings are posted to Protein Industries Canada’s career page, as well as on two job boards specific to Indigenous job seekers.
