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Supplementary Information Tables for the 2022–23 Departmental Plan: Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

Although the Canadian Nuclear Safety Commission (CNSC) is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental Federal Sustainable Development Strategy (FSDS), the CNSC adheres to the principles of the FSDS by implementing the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada’s effort to promote environmental stewardship. In keeping with the objectives of the policy, the CNSC supports sustainable development by integrating environmental performance considerations into the procurement decision‑making process through the actions described in the “FSDS goal: low-carbon government” table in section 2, below.

2. 2022-23 Commitments for CNSC

Greening Government: Transitioning to net-zero carbon and climate-resilient operations, while reducing environmental impacts beyond carbon, including those related to waste, water and biodiversity.

FSDS target(s) FSDS contributing action(s) Corresponding departmental action(s) Contribution by each departmental action to the FSDS goal and target Starting point(s)
Performance indicator(s)
Program(s) in which the departmental actions will occur
Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025Footnote 1 Improve the energy efficiency of CNSC buildings/ operations. Where a workspace needs to be refurbished, a transition to a design that decreases and optimizes the CNSC’s overall space footprint will be considered first, provided that such a design meets operational needs. A decrease in the accommodation portfolio (space footprint) using innovative and collaborative methods supports the CNSC’s efforts to reduce its overall GHG emissions. The Government of Canada’s GC Workplace design supports efficient use of spaceFootnote 2.

Starting point: 0% of workspaces in the 2016–17 inventory were modernized to the new GC Workplace design/standard. The size of the accommodation portfolio in 2016–17 was 27,181 m2.

Indicator: % of workspaces in the inventory that are modernized to the new GC Workplace design/standard and % increase or decrease in the accommodation portfolio.

Target: Maintain at least 25% modernized workspaces in the inventory and decrease the accommodation portfolio to the lowest feasible amount.

Support the transition to a low-carbon economy through green procurement. Where a vehicle needs to be replaced, a hybrid vehicle will be considered first, provided that it meets operational needs. Supports the reduction of energy use in CNSC’s fleet.

Starting point: In 2016–17, 36% of vehicles in the fleet were hybrid.

Indicator: % of vehicles in the fleet that are hybrid vehicles.

Target: Maintain at least 40% hybrid vehicles in the fleetFootnote 3.

Support the transition to a low-carbon economy through green procurement.

Support clean technologies and green products and services by taking environmental considerations into account in CNSC purchasing decisions.

Ensure that decision makers have the necessary training and awareness to support green procurement.

Green procurement incorporates environmental considerations into purchasing decisions and is expected to motivate suppliers to green their goods, services and supply chain. GHG reductions are one area of consideration in green procurement.

Baseline: In 2016–17, 0% of procurement specialists had completed training and awareness campaigns to support green procurement.

Indicator: % of procurement specialists who have completed training in green procurement.

Target: 100% of procurement specialists have completed training and awareness to support green procurement.



Footnote 1

The contributing action on promoting sustainable travel practices has been removed as a result of the COVID-19 pandemic travel restrictions.

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Footnote 2

Activities associated with the 2020–21 pandemic catalyzed the modernization of the accommodation portfolio to align with the Government of Canada GC Workplace initiative and led to the addition of this contribution.

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Footnote 3

Each year, the fleet of vehicles is examined for age and state of repair, and older vehicles are considered for replacement. The organization had surpassed the original target for this action as a natural consequence of this process; therefore, the target was increased.

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