IBM Report: Canadian CEOs Embrace AI Français
Canadian CEOs leading in AI adoption, transforming workforces, and securing data
72% adopting AI agents ahead of global peers
50% hiring for AI-related roles which did not exist a year ago
14% of AI initiatives have scaled enterprise-wide, compared to 16% globally
MARKHAM, ON, May 7, 2025 /CNW/ -- Canadian CEOs are making bold strides in the global race to unlock AI's potential, according to the 2025 IBM Institute for Business Value (IBV) CEO Study. Productivity gains are the key driver behind leaders' desire to adopt generative AI, including the ability to automate routine tasks, optimize workflows, analyze data, and provide actionable insights.
The study, which surveyed 2,000 CEOs across 33 countries and 24 industries — including 80 Canadian C-Suite leaders — shows 72% of Canadian CEOs are actively adopting AI agents and preparing to implement them at scale, compared to 61% globally. Yet, these leaders also say only 14% of AI initiatives have successfully scaled AI across their organizations. Further, only 27% of AI initiatives have delivered expected ROI.
"Canadian CEOs are taking bold steps to integrate AI into their operations, signalling a clear understanding of its transformative potential," said Rob Wilmot, General Manager and Managing Partner of Consulting, IBM Canada. "But this isn't just about adopting AI – it's about embedding it thoughtfully and effectively across the organization. The IBM study indicates that Canadian businesses have the ambition. Now it's time to focus on execution."
Vancouver International Airport (YVR) is an example of leadership in AI adoption, leveraging it and digital twin technology to drive operational efficiency and situational awareness in real time. By integrating predictive AI capabilities, they are enabling proactive issue resolution and data-driven decision-making. Every employee will be equipped with a trainable AI assistant, an AI Buddy, fostering cross-functional collaboration and creating a connected support ecosystem.
"AI has been business needs-driven to ensure that we can start small and scale – that we can test its adoption, get people working on it, and then scale it across our operations," said CEO Tamara Vrooman. "Data as a single source of truth that everybody can see has been transformational for partnerships," Vrooman added. "It's helping us work better together and uncover ways to grow."
Canadian CEOs Prioritize Data and Risk-Taking as Keys to AI Success
The study indicates success in AI adoption hinges on a strong, cohesive business data strategy, and Canadian CEOs are prioritizing data as the foundation for innovation and global competitiveness. Key findings reveal:
76% of Canadian CEOs are investing in technologies before fully understanding their ROI, compared to 64% globally, underscoring a willingness to experiment.
69% are willing to take more risks than competitors to maintain a competitive edge.
43% identify poorly integrated or insufficient data as a significant barrier to AI innovation.
68% agree proprietary data is critical to realizing the full potential of generative AI.
79% view integrated enterprise-wide data architecture as vital for enabling AI-driven transformation.
Canadian CEOs: Workforce Upskilling a Key Priority for AI Adoption
Insights from the report indicate that, to stay competitive in an AI-driven future, Canadian CEOs are adopting innovative strategies to address workforce challenges, including reskilling existing talent, hiring for emerging AI-related roles, and integrating AI assistants into workflows. With 50% of Canadian CEOs hiring for positions that did not exist a year ago and 58% planning to use automation to bridge skill gaps, it is clear that workforce transformation is a priority. Rapid AI training is also becoming essential, as CEOs say 33% of the workforce will require retraining to meet the demands of an AI-powered world.
As Canadian organizations accelerate AI adoption, preparing employees to adapt to the operational and cultural shifts brought by these technologies has become a priority. YVR's Tamara Vrooman emphasized how empowering employees is essential to building confidence and capacity for AI adoption. "How do we set our people up for the future? We feel it's by giving them the confidence to use AI in different situations as part of their own development," she said.
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Quality Asset: High grade, with good geometry and continuity suitable for bulk underground mining methods. Camp Potential: The initial MRE sits within less than 5% of the 10-km long strike of folded prospective host rocks in the Kay Project. Infill Potential: This initial MRE has clear potential to expand between existing drill holes within the deposit, and to upgrade Inferred resource. Expansion Potential: The deposit remains open for expansion beyond this initial MRE both along strike and at depth. Continued Advancement: Following the completion of additional metallurgical testwork, a preliminary economic assessment ("PEA") is planned for release in the second half of 2025. The Company is delivering and executing on all of its previously-stated goals for 2025 and looks forward to continuing the development of the Company's strong assets. Duncan Middlemiss, President and CEO of Arizona Metals, comments:" The release of our initial Mineral Resource Estimate marks a major milestone for Arizona Metals and validates not only the scale, but more importantly, the quality of the Kay Project. With over 650 million pounds of copper equivalent in the Indicated category alone—and with the deposit remaining open in multiple directions—we see significant opportunity for expansion through continued drilling. We believe this resource represents just the beginning. With a strong treasury and a PEA on track for release later this year, we're excited to advance the Kay Project toward becoming one of the top undeveloped VMS projects in the U.S." Table 1. Kay Mine Property Underground Mineral Resource Estimate at a Base-case Cut-off Grade of 1.00% CuEq, June 17, 2025 Kay Mine Property Mineral Resource Estimate Notes: (1) The effective date of the Kay Mine Project Mineral Resource Estimate (MRE) is June 17, 2025. 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(5) All mineral resources are presented undiluted and in situ, constrained by continuous 3D wireframe models (considered mineable shapes), and are considered to have reasonable prospects for eventual economic extraction. (6) Mineral resources which are not mineral reserves do not have demonstrated economic viability. An Inferred Mineral Resource has a lower level of confidence than that applying to an Indicated Mineral Resource and must not be converted to a Mineral Reserve. It is reasonably expected that most Inferred Mineral Resources could be upgraded to Indicated Mineral Resources with continued exploration. (7) The Kay Mine Project MRE is based on a validated drill hole database which includes data from 234 surface diamond drill holes completed between 2020 and May 2025. The drilling totals 133,912 m (including wedge holes). The resource database totals 11,533 assay intervals representing 14,006 m of data. 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Known and unknown risks, uncertainties, and other factors which may cause the actual results and future events to differ materially from those expressed or implied by such forward-looking statements. Such factors include, but are not limited to: availability of the Company to stay well funded; delay or failure to receive required permits or regulatory approvals; and general business, economic, competitive, political and social uncertainties. Accordingly, readers should not place undue reliance on the forward-looking statements and information contained in this press release. Except as required by law, the Company disclaims any intention and assumes no obligation to update or revise any forward-looking statements to reflect actual results, whether as a result of new information, future events, changes in assumptions, changes in factors affecting such forward- looking statements or otherwise. SOURCE Arizona Metals Corp.
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Several long-distance power transmission projects have been considered over the past decade, including the high-profile Atlantic Wind Connection backed by Google, Swiss green-energy private-equity house Good Energies, Japanese industrial conglomerate Marubeni, and Belgian transmission system operator Elia.
