Canadian Nuclear Safety Commission 2024–25 Departmental Results Report
On this page
At a glance
This departmental results report details the Canadian Nuclear Safety Commission’s (CNSC’s) actual accomplishments against the plans, priorities and expected results outlined in its 2024–25 Departmental Plan.
Key priorities
The CNSC identified the following key priorities for 2024–25:
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The CNSC is committed to a modern approach to nuclear regulation using science- and evidence-based, risk-informed, and technically sound regulatory practices that consider scientific uncertainties and evolving expectations. In 2024–25, the CNSC:
- led the development of a roadmap for industry deployment of artificial intelligence (AI)
- worked with the United Kingdom’s Office for Nuclear Regulation on a principle paper on AI
- oversaw 29 Natural Sciences and Engineering Research Council of Canada’s small modular reactor (SMR) research grants and received a formal progress report
- contributed to the Government of Canada’s Laboratories Canada strategy and the TerraCanada Hub, approving the recommended design from the schematic design report
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The CNSC continuously strives to be a trusted regulator, recognized as independent, open and transparent, and as a credible source of scientific, technical and regulatory information. In 2024–25, the CNSC:
- Continued to modernize Commission proceedings through numerous initiatives to ensure timely public availability of proceeding materials, to incorporate Indigenous cultural practices into proceedings and respond to input on increased transparency
- responded to the findings of the Country-Specific Safety Culture Forum and took into consideration the findings from the International Atomic Energy Agency (IAEA) Independent Safety Culture Assessment final report
- made improvements to the CNSC’s consultation program, Let’s Talk Nuclear Safety, with the objective of making consultation opportunities and related information accessible and easier to find, and increasing engagement with Indigenous communities, the general public and environmental non‑governmental organizations
- continued to modernize its public website, with a focus on removing outdated content, aligning with standards and updating content
- completed work related to the Open Government plan
- implemented the Indigenous and Stakeholder Capacity Fund
- completed phase 1 of the implementation of the Regional Information and Monitoring Network (RIMNet) for the Ottawa River Watershed
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The CNSC leverages and influences global nuclear efforts, relevant to Canadian interests and activities, to enhance international nuclear safety, security and non-proliferation. In 2024–25, the CNSC:
- participated in the Eighth Review Meeting of the Contracting Parties to the Joint Convention on the Safety of Spent Fuel Management and on the Safety of Radioactive Waste Management, which was held from March 17 to 28, 2025, in Vienna, Austria
- Executive Vice-President and Chief Regulatory Operations Officer Ramzi Jammal, was the President of the Joint Convention
- At the Review Meeting, Canada’s national program was awarded 2 good practices and 8 good performances for other countries to learn from and implement. This result underlines the CNSC’s direct contribution to its global mission to protect people and the environment, without leaving a burden to future generations.
- presented on risk-informed performance-based regulation in Canada at the Advanced Reactor Codes and Standards Collaborative
- attended the inaugural meeting on the IAEA’s Atomic Technologies Licensed for Applications at Sea program to look at harmonization for applications at sea
- completed work on the Nuclear Harmonization and Standardization Initiative’s phase 1 products, which are currently going through the IAEA’s publication process
- collaborated in and supported the Nuclear Energy Agency (NEA) Expert Group on SMRs
- participated in the review of the IAEA’s draft safety guide DS537 — Safety Demonstration of Innovative Technology in Nuclear Power Plants
- following the signature of a memorandum of understanding (MOU) with the Ukrainian nuclear regulator worked on next steps for Ukrainian representatives to visit Canada
- continued to chair the IAEA’s Regulatory Cooperation Forum, and in December 2024, participated in the IAEA’s Technical and Scientific Support Organizations conference
- in December 2024, hosted a meeting on fusion energy with specialists from the United States Nuclear Regulatory Commission, the United Kingdom’s Environment Agency, and the United Kingdom's Health and Safety Executive
- It focused on advancing a risk-informed approach to the regulation of fusion energy facilities and related activities. The aim was to enhance global safety standards and support the safe regulation of nuclear technologies by sharing expertise and best practices
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The CNSC continues to make strides in ensuring that it is an agile organization – one that is flexible and inclusive, with an empowered and equipped workforce able to quickly adapt to an evolving operating environment. In 2024–25, the CNSC:
- held its second annual Science, Technology, Engineering and Math (STEM) Workshop for Indigenous Girls in Saskatoon, Saskatchewan, from May 13 to 16, 2024; this significant event, named “osk âyak ê wîcihisocik – Young people helping themselves”, was organized in collaboration with the University of Saskatchewan and partners such as Natural Resources Canada, the Canadian Nuclear Association and Cameco Corporation
- The workshop aligns with the CNSC’s Women in STEM initiative. The workshop is partly funded through the CNSC's Indigenous and Stakeholder Capacity Fund and underscores the Government of Canada's commitment to gender equity and reconciliation.
- completed the 2024–29 Strategic Workforce Plan project charter, and drafted an implementation plan
- approved its 2024–29 Equity, Diversity and Inclusion Strategy
Highlights for the CNSC in 2024–25
- Total actual spending (including internal services): $202,442,088
- Total full-time equivalent staff (including internal services): 1,015
For complete information on the CNSC’s total spending and human resources, read the Spending and human resources section of the full report.
Summary of results
The following provides a summary of the results the CNSC’s achieved in 2024–25 under its main areas of activity, called “core responsibility.”
Core responsibility 1: Nuclear regulation
Actual spending: $138,650,886
Actual full-time equivalent staff: 694
Departmental results achieved
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The environment is protected from releases from nuclear facilities and activities, and Canadians are protected from radiation resulting from nuclear facilities and activities. In 2024–25, the CNSC:
- conducted and completed environmental assessments, licensing and oversight of uranium mines, nuclear reactors (including new reactor facilities), accelerators, and nuclear substances
- modernized REGDOC-2.2.1, Human Factors
- in June 2024, hosted a follow-up to the 2019 Integrated Regulatory Review Service (IRRS) mission to evaluate Canada’s progress since the initial mission. The 2024 mission demonstrated Canada’s dedication to continuous improvements to regulatory excellence, and the team of experts from the IAEA recognized Canada’s significant progress by closing many of the findings from the initial mission
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Nuclear material and substances, facilities and activities are secure and used for peaceful purposes. In 2024–25, the CNSC:
- revised a series of nuclear security regulatory documents as part of the nuclear security regulatory modernization project, and continued drafting regulatory documents in parallel with regulations and REGDOCS
- continued to update its regulatory requirements and guidance with a focus on a performance-based approach and to improve the regulation of cyber security and the protection of information for nuclear facilities and nuclear substances licensees
- continued to actively support the revision of the Federal Nuclear Emergency Plan for publication
- drafted and completed the Cyber Security Strategy action plan, addressing recommendations stemming from the joint internal audit and evaluation conducted in 2022–23 on its regulation of cyber security
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provided access, information, and assistance to support IAEA verification efforts, which allowed the IAEA to confirm the broader safeguards conclusion for Canada, that all nuclear material remains in peaceful use
- This conclusion is built on the IAEA’s verification efforts in Canada, which provide credible assurances of the absence of diversion of declared nuclear material, the absence of undeclared processing or production of nuclear material, and the absence of indication of undeclared nuclear material or activities.
- processed 1,051 import and export licences
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Canadians, including Indigenous peoples, have meaningful information about, and the opportunity to participate in, the nuclear regulatory process. In 2024–25, the CNSC:
- improved the accessibility and usability of scientific reports, documents and data through open government/science platforms
- continued to work on implementing the terms of reference for the RIMNet initiative under the CNSC–Environment and Climate Change Canada (ECCC) MOU
For complete information on the CNSC’s total spending and human resources, read the Spending and human resources section of the full report.
From the President
I am pleased to present the 2024–25 Departmental Results Report of the Canadian Nuclear Safety Commission (CNSC). This report outlines to Parliamentarians and Canadians how we demonstrate our unwavering commitment to delivering on our mandate – protecting the environment and ensuring the health, safety and security of all people in Canada. It showcases how we provide rigorous regulatory oversight, enabling innovation in the nuclear sector while reinforcing our international commitments. Equally, this report underscores our ongoing efforts toward reconciliation and strengthening trust. This includes enhanced engagement and consultation with Indigenous Nations and communities, as well as interested parties and the general public.
The nuclear sector is evolving, requiring a balance between continuity and innovation. Significant refurbishment projects are part of this continuity, including the refurbishment projects at the Darlington Nuclear Generating Station, where the final regulatory milestone for Unit 1 was recognized to be met in November 2024. Passing this milestone enabled the licensee, Ontario Power Generation (OPG), to proceed with normal operations of the refurbished unit. OPG was also granted an amended licence for cobalt-60 production, reinforcing Canada’s contribution to life-saving medical applications.
The Commission also issued a nuclear power reactor construction licence to OPG for the General Electric Hitachi BWRX-300 at the Darlington New Nuclear Project. This marks the first licence to construct a reactor in Canada in more than 50 years. This historic step will further highlight CNSC readiness to regulate new nuclear projects, as we ensure that stringent safety measures are in place for the next generation of nuclear technology.
As more provinces continue to look toward nuclear power as a carbon-free option, the CNSC will continue to work with them to ensure regulatory clarity and efficacy. As the regulator, we are expected to continue our efforts to manage regulatory burden, expedite reviews and maintain a competent and talented workforce – all while innovating and leveraging new techniques, approaches and technologies to find even greater efficiencies. To do this, we are modernizing our regulatory framework and reviewing and revising our approach to strategic planning. As we do all of this, we will never compromise on safety.
With the growth in the sector, the concept of the traditional nuclear host community is evolving. This is changing how the CNSC engages with all people in Canada. Public trust and meaningful engagement are central to the CNSC’s ability to regulate new technologies while maintaining oversight of Canada’s existing nuclear fleet. We undertake meaningful engagement and consultation with Indigenous Nations and communities as well as the public and all interested parties. One such example is our enhanced funding through the Indigenous and Stakeholder Capacity Fund to increase participation in the review of REGDOC-3.2.2, which provides licensees with critical guidance on Indigenous engagement requirements. This fund provides an important opportunity for Indigenous Nations and communities, as well as other interested parties, to engage in CNSC regulatory processes.
We have also revised our regulatory practices to address the concerns and perspectives of rights holders as we work toward reconciliation. Material changes in our proceedings – such as removing elevated stages in meeting rooms to create a more inclusive setting – underscore our commitment to listening and recognizing Indigenous voices. The Commission has also allocated dedicated time for Indigenous ceremony, song, and prayer, reinforcing respect and cultural understanding in regulatory decision making.
To uphold our mandate and support the expanding nuclear industry, we must also ensure organizational capacity. We are focused on ensuring that we have the expertise required to process the anticipated rise in licence applications. A competent, qualified workforce is paramount in delivering on our commitment to regulatory excellence.
We know from experience that our workforce is stronger, better and more capable when it is diverse, and we remain steadfast in our commitment to diversity in the workplace. As industry demands progress, workforce demographics shift, and emerging technologies continue to gain momentum, it is crucial that we plan and ensure that we have the right people, in the right roles at the right time, to achieve our mandate.
I invite you to read the CNSC’s 2024–25 Departmental Results Report to learn more about our strategic and operational achievements from the past year. These achievements would not be possible without our dedicated staff, whose expertise is vital to fulfilling our mandate and whose work and commitment are truly unparalleled.
Sincerely,
Pierre F. Tremblay
Results – what we achieved
Core responsibilities and internal services
Core responsibility 1: Nuclear regulation
In this section
Description
The Canadian Nuclear Safety Commission regulates the use of nuclear energy and materials to protect health, safety, security and the environment; implements Canada’s international commitments on the peaceful use of nuclear energy; and disseminates objective scientific, technical and regulatory information to the public.
The CNSC maintains a regulatory framework and conducts licensing (including environmental protection reviews), compliance verification and enforcement activities. It is committed to building and maintaining the confidence of the public and Indigenous Nations and communities through transparent, open and inclusive regulatory processes.
Quality of life impacts
Nuclear regulation contributes to the “environment” domain of the Quality of Life Framework for Canada and, more specifically, relates to the “natural disasters and emergencies” indicator through all of the activities mentioned in the core responsibility description.
Progress on results
This section details the CNSC’s performance against its targets for each departmental result under Core responsibility.
Table 1: Targets and results for nuclear regulation
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under nuclear regulation in the last three fiscal years.
Result 1: The environment is protected from releases from nuclear facilities and activities
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of instances of radiological releases that exceeded regulatory limits | 0 | March 31, 2025 |
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| Number of instances of hazardous releases that exceeded regulatory limits | Less than 5 | March 31, 2025 |
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| Number of instances of hazardous releases that exceeded regulatory limits | Over 95% | March 31, 2025 |
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Result 2: Canadians are protected from radiation resulting from nuclear facilities and activities
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of radiation doses to members of the public that exceeded regulatory limits | 0 | March 31, 2025 |
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| Number of radiation doses to workers that exceeded regulatory limits | 0 | March 31, 2025 |
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Result 3: Nuclear material and substances, facilities and activities are secure and used for peaceful purposes
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of instances of non-peaceful or malicious use of Canadian exports of nuclear substances, equipment and information | 0 | March 31, 2025 |
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| Number of lost or stolen radioactive sealed sources 1 | Less than 2 | March 31, 2025 |
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| Canada’s international commitments to the International Atomic Energy Agency (IAEA) with respect to nuclear safeguards and verification are met | IAEA broader conclusion | March 31, 2025 |
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1 Category 1 and category 2 sealed sources
Result 4: Canadians, including Indigenous peoples, have meaningful information about, and the opportunity to participate in, the nuclear regulatory process.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Percentage of Commission proceedings that were accessible to members of the public and Indigenous peoples | over 90% | March 31, 2025 |
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| Percentage of Commission proceedings for which the Participant Funding Program was made available to members of the public and Indigenous peoples | Over 90% | March 31, 2025 |
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| Percentage of Commission proceeding documents that were available in a timely manner on the CNSC external website or upon request by members of the public and Indigenous peoples | Over 90% | March 31, 2025 |
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| Number of self-identified Indigenous Nations, communities and organizations who participated in CNSC proceedings | Stable or increasing trend | March 31, 2025 |
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2 The CNSC does not control the number of Nations who are involved in particular Commission proceedings over a given year. Each year the number of Nations who participate in proceedings depends on the number of Commission proceedings held, the specific types of projects and decisions before the Commission and the level of interest or involvement of Indigenous Nations in Commission proceedings.
The Results section of the Infographic for the CNSC on GC Infobase page provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for nuclear regulation in 2024–25 compared with the planned results set out in the CNSC’s departmental plan for the year.
Departmental result 1: The environment is protected from releases from nuclear facilities and activities; and departmental result 2: Canadians are protected from radiation resulting from nuclear facilities and activities
For the CNSC to achieve its planned results, risks must be identified, monitored and controlled across all nuclear facilities and activities by CNSC inspectors, who conduct compliance and licensing activities for nearly 1,650 licensees across various sectors.
Results achieved:
To ensure that the environment is protected from radiological and hazardous releases from nuclear facilities and activities, and to ensure that Canadians are protected from radiation resulting from nuclear facilities and activities, in 2024–25, the CNSC:
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completed the environmental impact assessment (EIS) technical review and accepted Denison Mines Corp.’s final EIS submission for the Wheeler River project; completed the EIS technical review for the Rook I project; and began the technical review of the revised EIS submission for the Nuclear Power Demonstration project
- worked closely with the Impact Assessment Agency of Canada to integrate the CNSC’s licensing process for nuclear projects that fall under the Physical Activities Regulations into the integrated impact assessment process, in keeping with “one project, one review"
- conducted regulatory reform work to modernize REGDOC 2.2.3, Personnel Certification: Radiation Safety Officers and REGDOC 2.2.1, Human Factors
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in June 2024, hosted a team of experts from the IAEA as part of the IRRS follow-up mission to evaluate the CNSC’s progress since the 2019 mission
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In the 2024 follow-up mission report, the IAEA confirmed that Canada’s regulatory framework for nuclear and radiation safety is strong and that the CNSC has fulfilled its commitments to continuous improvement. The IRRS team recognized significant progress, including the closure of important items related to:
- Canada’s approach to decommissioning
- a waste policy and strategy
- consolidation of safety policy elements into a single document
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In the 2024 follow-up mission report, the IAEA confirmed that Canada’s regulatory framework for nuclear and radiation safety is strong and that the CNSC has fulfilled its commitments to continuous improvement. The IRRS team recognized significant progress, including the closure of important items related to:
- completed the revision of REGDOC-2.10.1, Nuclear Emergency Preparedness and Response, Version 3, the draft of which was published for public consultation
Departmental result 3: Nuclear material and substances, facilities and activities are secure and used for peaceful purposes
Through the Nuclear Safety and Control Act (NSCA), the CNSC implements Canada’s international commitments on the peaceful use of nuclear energy. The CNSC implements regulatory programs to ensure that its licensees and Canada at large meet the obligations arising from Canada’s international agreements with the IAEA.
- safeguards conclusions drawn by the IAEA assure Canadians and the international community that all nuclear materials in Canada are used for peaceful purposes
Results achieved:
To ensure that nuclear material and substances, facilities and activities are secure and used for peaceful purposes, in 2024–25 the CNSC:
- completed a revision of REGDOC-2.10.1, Nuclear Emergency Preparedness and Response – Commission approval had been expected in spring 2025 but was rescheduled for fall 2025 owing to the federal election; the CNSC is still aiming to complete the required tasks for summer 2025
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drafted the 2.12 series of regulatory documents
- continued to update its regulatory requirements and guidance to improve the regulation of cyber security and the protection of information for nuclear facility and nuclear substances licensees
- continued to actively support the revision of the Federal Nuclear Emergency Plan for publication
- drafted and completed the implementation of the Cyber Security Strategy action plan, addressing recommendations stemming from the joint internal audit and evaluation conducted in 2022–23 on its regulation of cyber security
Departmental result 4: Canadians, including Indigenous peoples, have meaningful information about, and the opportunity to participate in, the nuclear regulatory process
The CNSC is a proactive regulator that supports the participation of members of the public and Indigenous Nations and communities in its regulatory processes. Public hearings and meetings are open to the public, are sometimes held in the host community, and are always webcast live on the CNSC website. In addition, the CNSC offers funding through its Participant Funding Program and Indigenous and Stakeholder Capacity Fund to help support the participation of Indigenous Nations and communities, members of the public and other interested parties in bringing valuable information and perspectives to the Commission. This is recognized internationally as a best practice for regulators to emulate.
The public and Indigenous Nations and communities are also consulted on discussion papers and draft regulatory framework documents prior to publication. Furthermore, the CNSC frequently participates in community outreach and engagement activities and responds to media calls and public information inquiries. As an agent of the Crown, the CNSC has an important responsibility to engage and consult with interested Indigenous Nations and communities and is committed to developing long-term positive relationships with these communities. The CNSC is always striving to implement ideas to improve its outreach and engagement strategies with all interested parties and Indigenous Nations and communities.
The CNSC has made changes to its approach to consultation and Commission proceedings based on feedback from Indigenous Nations. For example, for the Commission hearings for the Darlington New Nuclear Project, the Commission changed the format and approach to the public hearings to better reflect and include Indigenous symbology, culture and protocols, such as prayer, drumming and smudging protocols. The changes also included offering more time for Indigenous Nations to present and changing the set-up of the Commission hearing room to reflect the requests, culture and needs of the local Nations.
In February 2025, the Federal Court released its decision on the application for judicial review filed by Kebaowek First Nation (KFN) regarding the Canadian Nuclear Laboratories (CNL) near surface disposal facility project at the Chalk River Laboratories site. The Federal Court found that the Commission had erred in not directly considering the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) including the principle of free, prior and informed consent, in its consideration of the discharge of its duty to consult, and directed the CNSC and CNL to resume consultation with KFN to ensure a robust process informed by Indigenous laws and culture, aimed toward agreement on the project. The Commission will, as directed by the Court, then reconsider the discharge of its duty to the KFN, in light of the additional consultation. The Court expects this to be done by September 30, 2026.
Since April 2025, the CNSC has re-initiated consultation and engagement work with KFN in coordination with CNL to follow the Court’s direction.
Results achieved:
To ensure that Canadians, including Indigenous peoples, have meaningful information about, and the opportunity to participate in, the nuclear regulatory process, in 2024–25, the CNSC:
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improved the accessibility and usability of scientific reports, documents and data through open government/science platforms
- CNSC staff worked with the Saskatchewan Ministry of Environment and contractor CanNorth to update the historical monitoring data from the Eastern Athabaska Regional Monitoring Program. The data will be posted on the Open Government Portal and the Open Science and Data Platform.
- continued to work on implementing the terms of reference for the RIMNet initiative under the CNSC–ECCC MOU, including completing the draft of the phase 1 report and working to complete activities for posting the document and engaging stakeholders on it
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experimented with additional livestream options for Commission proceedings
- In addition to livestreaming on the CNSC’s web site, Facebook was tested to assess whether it was a viable and worthwhile solution. After assessing these options, the CNSC implemented a revised social media plan for the Commission, which has led to more effective results.
Key risks
Risk management is a fundamental part of the CNSC’s mission to protect health, safety, security and the environment; to implement Canada’s international commitments on the peaceful use of nuclear energy; and to disseminate objective scientific, technical and regulatory information to the public. The CNSC has identified the following business risks as part of an annual exercise to identify risks and implement mitigation activities:
Nuclear reactor accident
Power reactors apply a defence-in-depth approach that anticipates and mitigates many potential challenges caused by both internal and external events. Through its robust compliance program, the CNSC ensures that licensees have programs and strategies to effectively mitigate the risks. Activities carried out by the CNSC include:
- overseeing licensee emergency management plans and programs, including full-scale emergency exercises by the licensee that involve federal and provincial emergency management organizations
- maintaining its duty officer line and Emergency Operations Centre
- continuing to strengthen risk-informed oversight at the facilities
- conducting research projects, through the Research and Support program, to support science-based regulatory practices
- maintaining a robust compliance program
Malevolent activities
Canadian nuclear facilities and nuclear and radioactive substances (including waste) may be the target of a malevolent act. It is also possible for nuclear and/or radioactive substances, equipment or technologies to be diverted or stolen and used for non-peaceful or malevolent purposes. With increased cyber attacks worldwide and in all sectors, the CNSC must provide regulatory oversight to mitigate the risks and ensure the adequacy of licensees’ security measures. To reduce the risk, the CNSC:
- works closely with nuclear operators, law enforcement and intelligence agencies, international organizations and other government departments to ensure that nuclear materials and facilities are adequately protected as outlined in Canada’s Nuclear Security Regulations
- implements risk frameworks and management plans to counter security threats
- implements export controls for nuclear material and substances, equipment and technology to ensure their peaceful use
Lost or stolen nuclear substances
The use of nuclear substances results in a risk that they may be lost or stolen, whether by accident or owing to the malicious intent of threat actors. To mitigate this risk, the CNSC:
- sets out the security requirements for licensees to prevent the loss, sabotage, illegal use, illegal possession or illegal removal of sealed sources during their entire lifecycle, as per regulatory document REGDOC-2.12.3, Security of Nuclear Substances: Sealed Sources
- has a response coordinator in place to oversee the response to lost and stolen sources
Transportation accidents
The responsibility for ensuring regulatory oversight of the safe transport of nuclear substances is shared between the CNSC via the Packaging and Transport of Nuclear Substance Regulations, 2015, and Transport Canada via the Transportation of Dangerous Goods Regulations (TDGR). While the transport of nuclear substances in Canada continues to remain a safe activity, there is always a risk that packages containing nuclear substances could be involved in motor vehicle accidents. To mitigate this risk, the CNSC:
- requires the use of packages that are designed according to the risk posed by the material being transported, with high-risk nuclear material requiring robust packaging that has been certified by the CNSC to withstand severe transport accidents
- provides guidance, including 3 regulatory documents in the REGDOC-2.14, Packaging and Transport series
- provides information support to first responders, who are trained in hazardous materials and who use the North American Emergency Response Guidebook to respond to accidents involving nuclear substances. High-risk nuclear material in robust packages may also require an emergency response assistance program as per Transport Canada’s TDGR requirements, which ensure expert-level assistance or guidance in case of a shipping accident
Nuclear fuel cycle facility accident/event
An accident or event could lead to accidental releases of radiological, industrial or chemical hazards. The NSCA and regulations impose strict controls to prevent accidents or events, which are further minimized by the CNSC's compliance programs and activities. To mitigate the risk of a nuclear fuel cycle facility accident or event, the CNSC:
- provides clear and structured licences and licence condition handbooks
- shares best practices and information on significant events with other regulators and international peer review groups
- maintains a robust compliance program
Readiness for new technologies
The new and/or disruptive technologies being adopted or emerging in the nuclear sector pose a risk in that the CNSC may not have the expertise necessary to regulate them. The CNSC’s capacity, capability and regulatory framework must be agile and flexible enough to keep pace with new technologies (including SMRs) as they apply to the nuclear sector in Canada in order to ensure safety and security and avoid impeding innovation. To mitigate this risk, and to increase its readiness, the CNSC:
- has developed a strategy for readiness to regulate advanced reactor technologies
- is undertaking a strategic review of its regulatory framework, including regulations and regulatory documents
- is leveraging the Government of Canada’s $50 million 2022–2027 budget allocation to support its ability to regulate advanced reactor technologies by building capacity to assess expected SMR licence applications
- has developed the Strategic Workforce Plan, hired new employees, and assigned current employees to working groups and committees on readiness for SMRs
- consults with domestic and international regulatory partners to ensure the sharing of training resources and expertise
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continued work, within the Innovation and Research Division, to inform readiness for new technology, including:
- continued management of the delivery and improvement of the Inspector Training Qualification Program suite of courses.
- assessment of training needs for technical staff, in particular staff from the Technical Support and Regulatory Operations branches, identifying immediate and longer-term needs
- development and delivery of training on advanced reactor
- assessment, development and delivery of training to familiarize staff with emerging technologies (e.g., AI, drones)
- provision of guidance on AI from within the CNSC, including the Disruptive, Innovative and Emerging Technologies Working Group
Resources required to achieve results
Table 2: Snapshot of resources required for nuclear regulation
Table 2 provides a summary of the planned and actual spending and full-time equivalents required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending | $121,694,342 | $138,650,886 |
| Full-time equivalents | 685 | 694 |
The variance between planned spending of $121.7 million and actual expenditures of $138.7 million is due to an increase in personnel costs attributable to negotiated salary adjustments (largely due to timing issues related to retroactive payments for 2022-23 and 2023-24).
The Finances section of the Infographic for the Canadian Nuclear Safety Commission on GC Infobase page and the People section of the Infographic for the Canadian Nuclear Safety Commission on GC Infobase page provide complete financial and human resources information related to its program inventory.
Related government priorities
Gender-based Analysis Plus
The CNSC continued to integrate Gender-based Analysis Plus (GBA Plus) into work-related areas where the Government of Canada has established GBA Plus requirements. These areas are:
- the development, implementation and review of regulations
- the conduct of evaluations
- the development of Cabinet proposals (such as Treasury Board submissions and memoranda to Cabinet)
The CNSC expands the application of GBA Plus beyond the mandated areas to other activities where its application would be beneficial, such as policies that support a hybrid workforce, the regulatory framework, Indigenous engagement and communication activities. The decision to undertake a GBA Plus assessment on corporate projects is determined on a case-by-case basis.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
The CNSC’s policies and processes for consultation, engagement and collaboration with Indigenous Nations and communities, including its Indigenous Knowledge Policy Framework, support the Government of Canada’s implementation of the United Nations Declaration on the Rights of Indigenous Peoples. The CNSC maintains a regulatory framework and is committed to building and maintaining the confidence of the public and Indigenous peoples through transparent, open and inclusive regulatory processes. It conducts licensing activities (including environmental protection reviews) and verifies and enforces licensee compliance with regulatory requirements.
The CNSC is also committed to consulting and engaging with Indigenous Nations and communities, with a focus on advancing reconciliation. To this end, it is modernizing its approach to consultation and engagement: this includes continuing to promote participation in the Indigenous and Stakeholder Capacity Fund.
More information on the CNSC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and to the Federal Sustainable Development Strategy can be found in the CNSC’s Departmental Sustainable Development Strategy.
Innovation
The CNSC continually strives to be ready to regulate new nuclear technologies and associated disruptive, innovative and emerging technologies. One of these new technologies is fusion. In 2024–25, the CNSC’s newly formed Fusion Coordination team monitored developments in fusion and participated in international discussions on regulating novel applications of this technology.
The CNSC published a position paper on regulating fusion energy technology. This position paper was intended to provide interested parties with the clarity and certainty that fusion energy cannot be regulated in the same way as fission energy given their different risk profiles. The CNSC, in collaboration with the United Kingdom’s Office for Nuclear Regulation and the United States Nuclear Regulatory Commission, published the first in a series of trilateral white papers on AI entitled Considerations for Deploying Artificial Intelligence Systems in Nuclear Applications. The second in the series, and subsequent papers, will focus on specific aspects of AI such as the human/AI interface, AI and cyber security.
Program inventory
Nuclear regulation is supported by the following programs:
- Nuclear Fuel Cycle
- Nuclear Reactors
- Nuclear Substances and Prescribed Equipment
- Nuclear Non-Proliferation
- Scientific, Regulatory and Public Information
Additional information related to the program inventory for nuclear regulation is available on the Results page on GC InfoBase.
Internal services
In this section
Description
Internal services refer to the activities and resources that support a department in its work to meet its corporate obligations and deliver its programs. The 10 categories of internal services are:
- Management and Oversight services
- Communications Services
- Legal Services
- Human Resources Management
- Financial Management
- Information Management
- Information Technology
- Real Property
- Materiel
- Acquisition
Progress on results
This section presents details on how the department performed to achieve results and meet targets for internal services.
This section presents details on how the department performed to achieve results and meet targets for internal services. The CNSC:
- maximized the sustainability and value of information management (IM) and information technology (IT) investments by delivering organization-wide capabilities and implementing modern IM/IT practices
- has initiated the implementation of the Improvement of Operational Planning project to increase the value of operational planning and increase integration among CNSC staff and directorates
- implemented the CNSC Strategic Workforce Plan (SWP) to ensure that the organization has the capacity and capability needed to regulate the industry at a time of innovation and growth – the 2024–29 SWP project charter has been finalized, and a detailed implementation plan has been drafted for consultations with stakeholders
- implemented modern and flexible regulatory capabilities built on a foundation of managed regulatory data and information, and built trust by facilitating stakeholder and public interactions with the CNSC and improving access to CNSC data and information
- launched new employee engagement tools and a new digital workspace to modernize information and work management practices
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developed and implemented activities under the approved new 2024–29 Equity, Diversity and Inclusion Plan (EDI) to ensure that all employees can perform at their best and effectively use their skills, expertise and experience to help deliver on the CNSC mandate
- The internal EDI Hub supported employee networks through a variety of activities and communications (e.g., Open Learning sessions, all-staff emails to commemorate awareness days), and management champions were nominated for all employee networks.
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produced the Accessibility Progress Report, which details progress against the 2022-25 Accessibility Plan
- The Accessibility Plan’s goals are to reduce barriers to hiring; provide an accessible built environment; and provide content, communications, programs and services that are accessible and inclusive for CNSC employees, the public and others. The plan will be updated and published every three years. Of the 48 total actions in the plan, 15 have been completed, 30 are in progress or are ongoing, and 3 will be completed in 2025.
- continued to deliver talent-focused learning experiences to ensure that staff can be successful in delivering on the organization’s mandate and can contribute to an inclusive and trusting workplace by fully leveraging the digital workspace
- ensured that staff could continue their learning experiences through Open Learning sessions and Emotional Intelligence and Fierce Conversation courses offered through talent programs
Resources required to achieve results
Table 3: Resources required to achieve results for internal services this year
Table 3 provides a summary of the planned and actual spending and full-time equivalents required to achieve results
| Resource | Planned | Actual |
|---|---|---|
| Spending | $55,691,632 | $63,791,202 |
| Full-time equivalents | 319 | 321 |
The variance between planned spending of $56.0 million and actual expenditures of $63.8 million is due to an increase in personnel costs attributable to negotiated salary adjustments (largely due to timing issues related to retroactive payments for 2022-23 and 2023-24).
The Finances section of the Infographic for the Canadian Nuclear Safety Commission on GC Infobase page and the People section of the Infographic for the Canadian Nuclear Safety Commission on GC Infobase page provide complete financial and human resources information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses each year.
The CNSC’s result for 2024–25
Table 4: Total value of contracts awarded to Indigenous businesses1
As shown in Table 4, the CNSC awarded 16.38% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2024–25 Results |
|---|---|
| Total value of contracts awarded to Indigenous businesses2 (A) | $2,147,356.02 |
| Total value of contracts awarded to Indigenous and non-Indigenous businesses (B) | $13,107,987.90 |
| Value of exceptions approved by deputy head (C) | $0.00 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 16.38% |
|
|
In its 2025–26 Departmental Plan, the CNSC estimated that it would award 5% of the total value of its contracts to Indigenous businesses by the end of 2024–25.
Spending and human resources
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2022–23 to 2027–28.
Refocusing Government Spending
In Budget 2023, the government committed to reducing spending by $14.1 billion over five years, starting in 2023–24, and by $4.1 billion annually after that.
As part of meeting this commitment, the CNSC identified the following spending reductions.
- 2024-25: $1,354,000
- 2025-26: $1,855,000
- 2026-27 and after: $2,540,000
During 2024-25, the CNSC worked to realize these reductions through the following measures:
- reducing its reliance on strategic advisory firms (having previously reduced dependence on information technology contractors)
- engaging in international nuclear activities virtually, where possible, after reviewing and rationalizing the extent of travel required in support of these obligations
- reducing rent expenses and other administrative support costs after shifting towards a hybrid working model and implementing GC Workplace 2.0.
Budgetary performance summary
Table 5: Actual three-year spending on core responsibilities and internal services (dollars)
Table 5 shows the money the CNSC spent in each of the past three years on its core responsibilities and on internal services.
| Core responsibilities and internal services | 2024–25 Main Estimates | 2024–25 total authorities available for use | Actual spending over three years (authorities used) |
|---|---|---|---|
| Nuclear regulation | 113,802,242 | 144,506,368 |
|
| Subtotal | 113,802,242 | 144,506,368 | 353,291,021 |
| Internal services | 52,332,416 | 67,309,890 |
|
| Total | 166,134,660 | 211,816,258 |
|
Analysis of past three years of spending
The CNSC’s Main Estimates for fiscal 2024–25 totalled $166.1 million, compared to total authorities of $211.8 million. The $45.7 million in additional authorities is primarily attributable to:
- contributions to employee benefit plans for personnel expenditures related to subsection 21(3) of the Nuclear Safety and Control Act that are not included in the 2024-25 Main Estimates: $14.8 million
- an increase in revenue spending authority in order to align authorities with actual expenses and to reflect revenue available for future years that was not reflected in the 2024-25 Main Estimates: $22.2 million
- an operating budget carry-forward from 2023-24 to 2024-25: $1.8 million
- funds received from Treasury Board Secretariat for negotiated salary adjustments: $6.9 million
Actual expenditures increased from $153.0 million in 2022-23 to $170.0 million in 2023-24. The variation was primarily due to:
- a rise in full-time equivalents (FTEs) as a result of new industry projects
- an increase in salary rates for executives (including retroactive payments)
- an increase in transfer payments resulting from the establishment of a new grants and contribution program, the Indigenous and Stakeholder Capacity Fund
- increased expenditures for laboratory equipment and for software for cloud computing
- leasehold improvement costs incurred from converting leased office space to GC workplace design standards to facilitate a reduction in the portfolio of leased office space.
The $32.4 million increase in actual spending from $170.0 million in 2023-24 to $202.4 million in 2024-25 is due mainly to:
- an increase of $28.3 million in personnel costs attributable to negotiated salary adjustments (largely due to timing issues related to retroactive payments for 2022-23 and 2023-24) in addition to an increase of $7.0 million due to an increase in FTEs resulting from new industry projects: $35.3 million
- a decrease in repairs and maintenance due to leasehold improvements costs incurred in 2023-24 in converting leased office space to GC workplace design standards: $1.5 million
- a net decrease in other expenditure categories: $1.4 million
The Finances section of GC Infobase offers more financial information from previous years.
Table 6: Planned three-year spending on core responsibilities and internal services (dollars)
Table 6 shows the CNSC’s planned spending for each of the next three years on its core responsibilities and on internal services.
| Core responsibilities and internal services | 2025–26 planned spending | 2026–27 planned spending | 2027–28 planned spending |
|---|---|---|---|
| Nuclear regulation | 137,414,009 | 138,883,238 | 141,088,853 |
| Subtotal | 137,414,009 | 138,883,238 | 141,088,853 |
| Internal services | 62,270,675 | 63,866,013 | 64,880,275 |
| Total | 199,684,684 | 202,749,251 | 205,969,128 |
Analysis of the next three years of spending
As presented in the 2025-26 Departmental Plan, planned spending is forecasted to decrease from $202.4 million in 2024–25 to $199.7 million in 2025–26 as a result of retroactive salary payments incurred in 2024–25 in addition to budget reductions announced under the government-wide Refocusing Government Spending initiative. These decreases are partially offset by expected increases in both FTEs and cost of living (including salary and wages).
Planned spending is forecasted to increase from $199.7 million in 2025–26 to $202.7 million in 2026–27 as a result of projected increases in FTEs and cost of living (including salary and wages), partially offset by increasing yearly budget reductions related to the Refocusing Government Spending initiative.
Planned spending is forecasted to increase from $202.7 million in 2026–27 to $206.0 million in 2027–28 as a result of projected increases in FTEs and cost of living (including salary and wages), partially offset by a reduction in funding provided by the Treasury Board Secretariat for small modular reactor (SMR) activities.
The Finances section of the Infographic for the CNSC on GC Infobase offers more detailed financial information related to future years.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. Consult the Government of Canada budgets and expenditures for further information on funding authorities.
Graph 1 summarizes the CNSC’s approved voted and statutory funding from 2022–23 to 2027–28.
Text version of graph 1
| Fiscal year | Statutory | Voted | Total |
|---|---|---|---|
| 2022-23 | $112,078,956 | $40,887,209 | $152,966,165 |
| 2023-24 | $121,502,148 | $48,542,441 | $170,044,589 |
| 2024-25 | $145,958,479 | $56,483,609 | $202,442,088 |
| 2025-26 | $142,266,374 | $57,418,310 | $199,684,684 |
| 2026-27 | $149,109,606 | $53,639,645 | $202,749,251 |
| 2027-28 | $157,424,759 | $48,544,369 | $205,969,128 |
Analysis of statutory and voted spending over a six-year period
The CNSC is financed by the Government of Canada through voted Parliamentary and statutory financial authorities. Included in the statutory appropriation is a revenue-spending authority, which allows the CNSC to spend most license fee revenue, as well as the funding for contributions to employee benefit plans. The voted authority provides funding for activities exempt from paying fees (i.e., hospitals and universities) and activities with respect to Canada’s international obligations (including non-proliferation activities), public responsibilities such as emergency management and public information programs and updating of the Nuclear Safety Control Act and its associated regulations.
The budgetary performance summary section provides variance explanations on year-to-year fluctuations in spending.
Consult the Public Accounts of Canada for further information on the CNSC’s departmental voted and statutory expenditures.
Financial statement highlights
The CNSC’s complete Financial Statements (audited) for the year ended March 31, 2025, are available online.
Table 7: Condensed Statement of Operations (unaudited) for the year ended March 31, 2025 (dollars)
Table 7 summarizes the expenses and revenues for 2024–25 which net to the cost of operations before government funding and transfers.
| Financial information | 2024–25 actual results | 2024–25 planned results | Difference (actual results minus planned) |
|---|---|---|---|
| Total expenses | 208,040,167 | 195,363,000 | 12,677,167 |
| Total revenues | 146,655,603 | 141,235,000 | 5,420,603 |
| Net cost of operations before government funding and transfers | 61,384,564 | 54,128,000 | 7,256,564 |
Analysis of expenses and revenues for 2024-25
The 2024–25 planned results information is provided in the CNSC’s future-oriented statement of operations and notes for 2024–25.
The total expenses of $208.0 million were $12.7 million or 6.5% more than planned expenditures of $195.4 million, mainly attributable to greater than initially forecasted costs of negotiated salary adjustments (including salary related benefit costs) in addition to $6.9 million in funding received from TBS to cover the costs of negotiated wage adjustments (not included in planned results).
The total actual revenues of $146.7 million were $5.4 million or 3.8% greater than planned revenues of $141.2 million.
Table 8: Condensed Statement of Operations (unaudited) for 2023-24 and 2024-25 (dollars)
Table 8 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.
| Financial information | 2024–25 actual results | 2023–24 actual results | Difference (2024–25 year minus 2024–25 year) |
|---|---|---|---|
| Total expenses | 208,040,167 | 192,734,253 | 15,305,914 |
| Total revenues | 146,655,603 | 134,414,209 | 12,241,394 |
| Net cost of operations before government funding and transfers | 61,384,564 | 58,320,044 | 3,064,520 |
Analysis of differences in expenses and revenues between 2023-24 and 2024-25
The CNSC’s total expenses increased from 2023-24 to 2024-25 by $15.3 million or 7.9% from $192.7 million to $208.0 million. Personnel costs accounted for most of the increase due to increased FTE utilization in addition to negotiated salary adjustments.
The CNSC’s revenues increased by $12.2 million or 9.1% due to increased levels of spending and the resulting cost recovery.
Table 9: Condensed Statement of Financial Position (unaudited) as at March 31, 2025 (dollars)
Table 9 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
| Financial information | Actual fiscal year (2024–25) | Previous fiscal year (2023–24) | Difference (2024–25 minus 2023–24) |
|---|---|---|---|
| Total net liabilities | 51,882,673 | 59,710,269 | (7,827,596) |
| Total net financial assets | 35,211,497 | 43,731,402 | (8,519,905) |
| Departmental net debt | 16,671,176 | 15,978,867 | 692,309 |
| Total non-financial assets | 10,799,515 | 11,290,082 | (490,567) |
| Departmental net financial position | (5,871,661) | (4,688,785) | 1,182,876 |
Analysis of department’s liabilities and assets since last fiscal year
The $7.8 million decrease in the CNSC’s net liabilities is mainly due to a decrease in salaries and wages payable attributable to a decrease in accrued costs for negotiated salary adjustments.
The decrease of $8.5 million in the CNSC’s net financial assets is primarily due to a decrease in the amount due from the Consolidated Revenue Fund, which is an amount due from the federal government and may be disbursed without further charges to the CNSC’s authorities.
The increase of $0.7 million in departmental net debt is a result of the decrease in total net financial assets, offset by a lower decrease in net liabilities.
The decrease of $0.5 million in non-financial assets is a result of a decrease in the net book value of tangible capital assets, partially offset by an increase in prepaid expenses.
The increase of $1.2 million in the CNSC’s departmental net financial position is the difference between the total non-financial assets and the departmental net debt.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table 10: Actual human resources for core responsibilities and internal services
Table 10 shows a summary of full-time equivalents of human resources for the CNSC’s core responsibilities and for its internal services for the previous three fiscal years.
| Core responsibilities and internal services | 2022–23 actual full-time equivalents | 2023–24 actual full-time equivalents | 2024–25 actual full-time equivalents |
|---|---|---|---|
| Nuclear regulation | 617 | 644 | 694 |
| Subtotal | 617 | 644 | 694 |
| Internal services | 291 | 324 | 321 |
| Total | 908 | 968 | 1,015 |
Analysis of human resources for the last three years
The increase to 968 FTEs in 2023-24 (from 908 FTEs in 2022-23) is a result of the full-year impact of 2022-23 staffing actions related to SMR regulatory readiness and new industry projects in addition to increased FTE usage in the areas of Communications and Indigenous Relations. The increase to 1,015 FTEs in 2024-25 (from 968 FTEs in 2023-24) is a result of the full-year impact of 2023–24 staffing actions, continued SMR regulatory readiness, and new industry projects.
Table 11: Human resources planning summary for core responsibilities and internal services
Table 11 shows the planned full-time equivalents for each of the CNSC’s core responsibilities and for its internal services planned for the next three years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | 2025-2026 planned full-time equivalents | 2026-2027 planned full-time equivalents | 2027-2028 planned full-time equivalents |
|---|---|---|---|
| Nuclear regulation | 729 | 760 | 762 |
| Subtotal | 729 | 760 | 762 |
| Internal services | 338 | 342 | 350 |
| Total | 1,067 | 1,102 | 1,112 |
Analysis of human resources for the next three years
The planned increases to 1,067 FTEs in 2025–26 (from 1,015 in 2024–25) and to 1,102 FTEs in 2026–27 (from 1,067 in 2025–26) are a result of new industry projects. The FTE forecast anticipates a marginal increase to 1,112 FTEs in 2027–28 (from 1,102 in 2026–27).
Supplementary information tables
The following supplementary information tables are available on the CNSC’s website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Corporate information
Departmental profile
Appropriate minister(s):
Tim Hodgson
Institutional head:
Pierre Tremblay
Ministerial portfolio:
Energy and Natural Resources
Enabling instrument(s):
Year of incorporation / commencement:
2000
Departmental contact information
Mailing address:
Head office
280 Slater Street
P.O. Box 1046, Station B
Ottawa, Ontario K1P 5S9
Canada
Telephone:
613-995-5894
TTY:
1-800-926-9105
Fax:
613-995-5086
Email:
Website(s):
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role of a department. The departmental results listed for a core responsibility reflect that the outcome that the department seeks to influence or achieve.
- Departmental Plan (plan ministériel)
- A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.
- departmental priority (priorité)
- A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
- departmental result (résultat ministériel)
- A high-level outcome related to the core responsibilities of a department.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative or qualitative measure that assesses progress toward a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- full-time equivalent (équivalent temps plein)
- Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
- Gender-based Analysis Plus (GBA Plus)(analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool that helps to understand the ways diverse individuals experience policies, programs and policies, programs, and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government priorities (priorités pangouvernementales)
- For the purpose of the [fiscal year] Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2021 Speech from the Throne.
- horizontal initiative (initiative horizontale)
- A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
- Indigenous business (enterprise autochtones)
- For the purposes of a Departmental Result Report, this includes any entity that meets the Indigenous Services Canada’s criteria of being owned and operated by Elders, band and tribal councils, registered in the Indigenous Business Directory or registered on a modern treaty beneficiary business list.
- non‑budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative measure that assesses progress toward a department-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
- plan (plan)
- The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
- Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- A listing that identifies all the department’s programs and resources that contribute to delivering on the department’s core responsibilities and achieving its results.
- result (résultat)
- An outcome or output related to the activities of a department, policy, program or initiative.
- statutory expenditures (dépenses législatives)
- Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditure.
- target (cible)
- A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
- voted expenditures (dépenses votées)
- Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.
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