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The Asia Pacific Foundation of Canada convened a roundtable in Singapore on October 28, 2026, with the High Commission of Canada and support from\u00a0<\/em>PerceptX<\/em><\/a>, a Canadian defence and aerospace advisory firm. Government, industry, finance, and research participants identified areas for joint work, called for clearer routes into each country\u2019s defence market and\u00a0set out eight concrete steps to advance defence industrial co-<\/span>operation.\u00a0<\/em><\/p>\n The session followed APF Canada’s February 2026 defence-industrial roundtable<\/a> on the margins of the Singapore Airshow. Participants received a briefing on Canada\u2019s Defence Industrial Strategy (DIS) and discussed priorities, including a defence industries pillar, for the Canada-in-Asia Conference<\/a> in March 2027. The session was held under Chatham House Rule.<\/p>\n Participants argued that great-power competition and uncertainty over policies by Washington and Beijing make closer co-operation more urgent. Canada faces a changed relationship with the U.S., while Singapore has long navigated competition between Washington and Beijing.<\/p>\n Participants described U.S.-China relations as transactional and temporarily stable, with continuing risks over Taiwan and the South China Sea. They warned that great power politics increasingly challenge the rules-based international order and pointed to other economies in the region such as Japan and South Korea that are expanding defence industrial partnerships. There was consensus that Canada and Singapore should do the same.<\/p>\n Canada is building institutions to implement its Defence Industrial Strategy<\/a>\u2019s ambitious plans. It has also committed to spending five per cent of GDP on defence and security by 2035. On October 6, the Canadian government introduced legislation establishing the Defence Investment Agency<\/a> (DIA) as a Crown corporation with broader procurement and investment powers.<\/p>\n The Business Development Bank of Canada has committed up to C$6 billion through its Defence Platform<\/a> to support Canadian defence and dual-use businesses. Canada is also working with international partners to establish the Defence, Security and Resilience Bank<\/a>, with membership open to other allies and close partners.\u00a0<\/p>\n Canada and Singapore already engage on defence with more than 30 ministerial and senior-official defence engagements since 2021, about 95 operational contacts between the two armed forces since 2016, and at least 34 industrial partnerships, sales, joint ventures, and teaming agreements between companies in the two countries since 2021.<\/p>\n Canada and Singapore continue to negotiate a General Security of Information Agreement (GSOIA), the first priority in the report from the February defence-industrial roundtable, A Matter of Execution<\/em><\/a>.\u00a0<\/p>\n During Singapore’s Foreign Minister Vivian Balakrishnan\u2019s September visit to Ottawa, the two governments signed a joint statement to establish an Economic Partnership Framework<\/a>. This level of engagement, and renewed commitment between the two partners, demonstrates sustained momentum in the relationship.\u00a0<\/p>\n The war in Ukraine has shown the value of rapid adaptation and the ability to increase production. Canada\u2019s Defence Industrial Strategy links military readiness to its ability to produce and maintain critical equipment and expand output in a crisis. The strategy seeks stronger ties with the European Union, the United Kingdom, and Indo-Pacific partners.\u00a0<\/span><\/p>\n Under the DIS\u2019s Build-Partner-Buy framework<\/span>, Canada will prioritize domestic production where it has strengths or sovereign requirements, partner where it lacks capacity or joint work offers an advantage, and buy abroad when domestic production or partnerships prove impractical. Foreign purchases must support Canadian industry and preserve Canadian control over equipment use and maintenance.<\/p>\n The DIS favours long-term partnerships that combine joint technology development, shared intellectual property, and develop trusted supply chains. Technology transfer and local production are also integral components of future partnerships. Talent, from scientists to specialized trades, remains a significant constraint, and scientist exchanges, university partnerships, and the Global Talent Program offer ways to build capacity with partners.<\/p>\n Singapore\u2019s limited land and workforce make<\/span> automation, uncrewed systems, and access to testing prior<\/span>ities. Canada offers space for testing and production, alongside demand for new capabilities. Participants identified six areas for co-operation.\u00a0<\/p>\n Participants also discussed emerging dual-use applications. One example cited was Canada\u2019s potential to supply helium-3 to Singapore\u2019s quantum sector. Helium-3 forms as tritium from CANDU reactor operations decays and provides cooling for some quantum computers.<\/p>\n Firms want clearer guidance on procurement, supply chains, and first points of contact in each market. Participants raised three issues.<\/p>\n Participants also identified Cap Vista, DSO National Laboratories, and the Home Team Science and Technology Agency (HTX) as potential entry points for Canadian firms to the Singaporean ecosystem.\u00a0<\/p>\n The report from the February roundtable called co-operation \u201ca matter of execution.\u201d Eight months after that meeting, participants have identified opportunities and practical next steps to execute on.\u00a0<\/p>\n The Canada-in-Asia Conference in March 2027 provides the next checkpoint. Its defence industries track gives both sides an opportunity to review progress on the General Security of Information Agreement and Defence Investment Agency briefing and select joint projects to advance with partners, funding, and end users.Strategic uncertainty strengthens the case for co-operation<\/strong><\/h2>\n
Canada expands investment and procurement tools<\/strong><\/h2>\n
Since the last roundtable, Canada and Singapore have deepened bilateral ties<\/strong><\/h2>\n
Canada links industrial capacity to military readiness<\/strong><\/h2>\n
Participants identify six areas for joint work<\/strong><\/h2>\n
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\u00a0<\/li>\n<\/ul>\nFirms need clearer routes into both markets<\/strong><\/h2>\n
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\u00a0<\/li>\n<\/ul>\nParticipants put forward eight<\/strong><\/span> practical next steps:<\/strong><\/h2>\n
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\u00a0<\/li>\nConclusion<\/strong><\/h2>\n
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