The Canadian Nuclear Safety Commission’s 2025-26 Departmental Plan
On this page
From the President
As the President and Chief Executive Officer of the Canadian Nuclear Safety Commission (CNSC), it is my pleasure to present the CNSC’s 2025–26 Departmental Plan, which outlines our commitments and the results we aim to achieve for the year ahead. I am inspired daily by the passion and expertise of our team, and I look forward to continuing to build meaningful connections with Canadians and communities as we advance this important work together.
Given all that is happening in Canada – in every aspect of the nuclear lifecycle – our domestic agenda remains the priority for the CNSC. Continued safe operation of the existing fleet is paramount. This means, ongoing oversight of the technology that is currently deployed, as well as ensuring readiness for the deployment of new nuclear power reactors including small modular reactors (SMRs). The CNSC is adapting and modernizing our regulatory framework to ensure it reflects this new reality.
Ever mindful of the growing global energy demand and concerns about climate change, we have worked hard to ensure that we are ready for SMRs, and other advancements in the nuclear sector. It is clear that SMRs will have international implications as borders and boundaries become blurred through the deployment of these and other new technologies. While we recognize our international commitments and the important role we play on the world stage, our obligation is to Canadians first and foremost.
Adapting our regulatory framework to the advancements in Canada’s nuclear sector also requires expanding our outreach to Canadians, Indigenous Nations and communities, and those in communities near licensed sites. We must always strive to instill confidence in our work – and in our ability to make good, risk-informed, science- and evidence-based decisions that ensure that the safety of Canadians and the environment is at the forefront of all that we do. Among our key priorities is fulfilling our commitment to reconciliation. We know we have work to do to continue building trust and long-term relationships with Indigenous Nations and communities, and we are eager to further these efforts. With this goal in mind, we will update and continue to implement the CNSC Indigenous Reconciliation Strategy and Action Plan, which supports long-term engagement with Indigenous Nations and communities. We are mindful of the need to be a culturally sensitive and respectful organization and will look to incorporate Indigenous Knowledge in our assessment and regulatory practices.
The CNSC will provide ongoing support to Indigenous Nations and communities through our Participant Funding Program and the Indigenous and Stakeholder Capacity Fund; these 2 programs help reduce financial and capacity barriers, support collaboration and assist intervenors throughout the regulatory process. In 2025–26, we will work on modernizing REGDOC-3.2.2, Indigenous Engagement, through formal consultations with Indigenous Nations and communities and industry. These efforts and more support our obligations under the United Nations Declaration on the Rights of Indigenous Peoples Act and its related action plan.
In the December 2024 Fall Economic Statement, the Government of Canada announced its intention to make amendments to the Physical Activities Regulations (Project List) under the Impact Assessment Act, which would remove some proposed nuclear projects currently designated in the Project List. Should these amendments be subsequently enacted, these projects would fall under the CNSC's authority under the Nuclear Safety and Control Act (NSCA). The CNSC has a robust relationship-based approach to engagement and consultation with Indigenous Nations and communities, which will allow it to lead the rigorous, transparent, inclusive, and efficient review of these projects. In anticipation of this work, the CNSC has committed to reviewing existing legislative and regulatory authorities under the NSCA and identifying any necessary changes to support regulatory readiness and Indigenous reconciliation.
In 2025–26, the Commission has a busy schedule. Along with being asked to decide whether to approve proposed regulations and regulatory amendments, the Commission will be asked to accept the updated regulatory documents and framework instruments that are planned as part of our modernization. In the spring, the Commission will consider an application from Ontario Power Generation (OPG) for an amendment to the Pickering Waste Management Facility licence for authorization to construct and operate a new storage structure. In June, the Commission will also consider an application from Nordion for the renewal of its operating licence for the continued manufacturing of sealed radiation sources used in cancer therapy and irradiation technologies. In 2025, the Commission will hold the second part of the hearing on the application by OPG to renew the power reactor operating licence for the Darlington Nuclear Generating Station.
With all this work before us, the recruitment, retention and development of skilled and knowledgeable staff to regulate the nuclear sector remains a top priority. We will be focusing on building the capacity and resiliency of the organization and ensuring we are ready for what is to come. The CNSC’s Strategic Workforce Plan plays an important role, as it outlines key initiatives to address anticipated workforce challenges and ensure the right people are in the right roles at the right time. This plan will empower employees to perform at their best, leveraging their skills, expertise and experiences to effectively deliver on the CNSC’s mandate.
As we look ahead to another busy and ambitious year, I am confident the CNSC will continue to deliver exceptional results, as outlined in this Departmental Plan. Our highly skilled and professional staff are committed in their efforts to regulate Canada’s nuclear industry and to keep the environment and Canadians safe. Their work, and their expert advice and recommendations to the Commission in its decision making, ensure that the CNSC achieves its mandate.
Pierre Tremblay
President
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core responsibility: Nuclear regulation
In this section
Description
The CNSC regulates the use of nuclear energy and materials 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 maintains a regulatory framework and conducts licensing activities (including environmental protection reviews) and compliance verification and enforcement. It is committed to building and maintaining the confidence of the public and Indigenous Nations and communities through transparent, open and inclusive regulatory processes.
The CNSC reports to Parliament through the Minister of Energy and Natural Resources. The CNSC's arms-length governance structure, in particular the Commission's arms-length decision-making authority, ensures that the organization remains independent from government and licensees.
The Commission is a quasi-judicial administrative tribunal set up at arm’s length from government, independent from any political, government or private sector influence. It makes decisions with respect to regulating nuclear safety, including licensing decisions.
Quality of life impacts
Nuclear regulation contributes to the “environment” domain of the Quality of Life Framework for Canada and, more specifically, to “natural disasters and emergencies” through all of the activities mentioned in the core responsibility description.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for nuclear regulation. Details are presented by departmental result.
Table 1: The environment is protected from releases from nuclear facilities and activities
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Number of instances of radiological releases that exceeded regulatory limits |
|
0 | March 31, 2026 |
| Number of instances of hazardous releases that exceeded regulatory limits |
|
≤5 | March 31, 2026 |
| Percentage of Independent Environmental Monitoring samples (food, water, air, soil, sediment, sand and vegetation) that met guidelines |
|
≥95% | March 31, 2026 |
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Number of radiation doses to members of the public that exceeded regulatory limits |
|
0 | March 31, 2026 |
| Number of radiation doses to workers that exceeded regulatory limits |
|
0 | March 31, 2026 |
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Number of instances of non- peaceful or malicious use of Canadian exports of nuclear substances, equipment and information |
|
0 | March 31, 2026 |
| Number of lost or stolen radioactive sealed sources (Category 1 and Category 2 sealed sources) |
|
≤2 | March 31, 2026 |
| Canada’s international commitments to the IAEA with respect to nuclear safeguards and verification are met |
|
IAEA broader conclusion | December 31, 2025 |
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
| Percentage of Commission proceedings that were accessible to members of the public and Indigenous peoples |
|
>90% | March 31, 2026 |
| Percentage of Commission proceedings for which the Participant Funding Program was made available to members of the public and Indigenous peoples |
|
>90% | March 31, 2026 |
| Percentage of Commission proceedings documents that were available in a timely manner on the CNSC website upon request by members of the public and Indigenous peoples |
|
>90% | March 31, 2026 |
| Number of self-identified Indigenous Nations, communities and organizations who participated in CNSC proceedings |
|
Stable or increasing trend | March 31, 2026 |
Additional information on the detailed results and performance information for the CNSC’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for nuclear regulation in 2025-26.
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.
The CNSC will regulate nuclear facilities and activities to ensure that the environment is protected from radiological and hazardous releases and that Canadians are protected from radiation. The CNSC’s regulatory framework is risk-based to ensure that resources are allocated to the facilities and activities of highest risk, bearing in mind that the primary responsibility for safety lies with the licensees. The CNSC ensures licensee compliance with its requirements, which are designed to protect the environment and the public. 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 we plan to achieve:
- Conduct environmental reviews, licensing and oversight of uranium mine projects, new nuclear reactors, radioisotope projects, and waste projects
- Continue implementation of REGDOC-2.2.3, Personnel Certification, Volume III: Certification of Reactor Facility Workers, and REGDOC-2.2.1, Human Performance
- Seek the Commission's acceptance for publication and use of an updated version of REGDOC-2.10.1, Nuclear Emergency Preparedness and Response, which addresses technology-neutral requirements, and implement this document
- Improve clarity regarding how cumulative effects are considered part of the CNSC regulatory oversight
Departmental result 3: Nuclear material and substances, facilities and activities are secure and used for peaceful purposes.
Through the Nuclear Safety and Control Act, the CNSC implements Canada’s international commitments on the peaceful use of nuclear energy. The CNSC implements regulatory programs to ensure that CNSC licensees and Canada at large meet the obligations arising from Canada’s international safeguards 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 we plan to achieve:
- Complete amendments to the General Nuclear Safety and Control Regulations and Nuclear Non-proliferation Import and Export Controls Regulations and associated updates to REGDOC-2.13.1, Safeguards and Nuclear Material Accountancy, and REGDOC-2.13.2, Import and Export
- Implement the action plan addressing recommendations stemming from the 2022–23 Joint Audit and Evaluation Cyber Security Oversight of Licensees on its regulation of cyber security and continue to update regulatory requirements and guidance to improve regulation of cyber security and protection of information for nuclear facilities and nuclear substance licensees
- Complete the update of the Nuclear Security Regulations, which are a key regulatory instrument for the security of nuclear materials, nuclear facilities and nuclear substances in Canada
Departmental result 4: Canadians and Indigenous Nations and communities have meaningful information about, and the opportunity to participate in, the nuclear regulatory process.
The CNSC is a proactive regulator that supports 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 to help support the participation of Indigenous Nations and communities, members of the public, and other interested parties in bringing valuable information to the Commission. This is recognized internationally as a best practice for regulators to emulate.
Results we plan to achieve
Results we plan to achieve:
- Engage Canadians and share information about Nuclear Power Plant operations, new nuclear reactors, nuclear waste projects, and other CNSC-licensed activities through social media, consultation opportunities, community outreach, and Meet the Nuclear Regulator information sessions to learn about the CNSC
- Use Open Government platforms and the Open Science and Data Platform to increase accessibility and usability of scientific reports, documents and data
- Continue to implement the Regional Information and Monitoring Network for the Ottawa River Watershed (RIMNet) to improve information sharing, to better document the environmental aspects of past, current and proposed nuclear facilities and activities in the Ottawa River/Kichi Sibi watershed, and to build trust with Indigenous Nations and communities and the public
- Lead a comprehensive review of REGDOC-3.2.1, Public Information and Disclosure, and prepare version 2 to support enhanced transparency and compliance so as to improve information sharing, to improve environmental documentation and to build trust with Indigenous Nations and communities and the public
- Conduct consultations on proposed updates to REGDOC-3.2.2, Indigenous Engagement, in 2025–26; the new draft will modernize the document in line with current expectations and requirements for CNSC licensees on Indigenous engagement, including the principles of the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP)
- Provide a Participant Funding Program and Indigenous and Stakeholder Capacity Fund to enhance regulatory readiness and collaboration for applicants and intervenors at Commission proceedings, to help Indigenous Nations and communities as well as stakeholders gain capacity to engage in CNSC regulatory processes prior to and throughout the lifecycle of nuclear facilities and activities in Canada
- Use digital channels to increase access to information and data, and present regulatory information to enhance accessibility and clarity for Canadians and Indigenous Nations and communities
- Develop a single digital door to enable seamless digital business with licensees, Indigenous Nations and communities, government and international partners, and the public in a way that supports secure communications and information exchange
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. However, the possibility remains that an event can lead to an accident unless effectively mitigated. Through its robust compliance program, the CNSC ensures that licensees have programs and mitigation strategies to effectively mitigate these 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
- continued strengthening of risk-informed oversight at the facilities
- 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 these risks and ensure 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 due 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, under 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 can be involved in motor vehicles 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 use the North American Emergency Response Guide to respond to accidents involving nuclear substances. High-risk nuclear material in robust packages may also require an Emergency Response Assistance Program as per TC/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 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 (LCHs)
- shares best practices and information on significant events with other regulators and international peer review groups
- maintains a robust compliance program
Readiness for new technology
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 such technologies. 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, 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 a 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
-
formed an Innovation and Research Division to focus on key areas including:
- continued management of the delivery and improvement of the Inspector Training Qualification Program suite of courses
- training needs assessment 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 reactors
- assessment, development and delivery of training to familiarize staff with emerging technologies (e.g., AI, drones)
- providing guidance on AI from within the CNSC, including the Disruptive, Innovative and Emerging Technology Working Group
Planned resources to achieve results
Table 5: Planned resources to achieve results for nuclear regulation
| Resource | Planned |
|---|---|
| Spending | 134,714,106 |
| Full-time equivalents | 729 |
Complete financial and human resources information for the CNSC’s program inventory is available on GC InfoBase.
Related government priorities
Gender-based analysis plus
The CNSC will continue 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 UN 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 Nations and communities 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. It continues to evolve its approach to consultation and engagement with Indigenous Nations and communities; this includes promoting participation in the Indigenous and Stakeholder Capacity Fund and establishing relationship terms of reference with communities.
More information on the CNSC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in the CNSC’s Departmental Sustainable Development Strategy.
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
Summary of changes to reporting framework since last year
There were no changes to the reporting framework since last year.
Internal services
In this section
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Plans to achieve results
This section presents details on how the department plans to achieve results and meet targets for internal services.
In 2025–26, the CNSC’s internal services will enable it to deliver on its programs and achieve its departmental results by:
- implementing modern and flexible regulatory capabilities and building trust among the public and Indigenous Nations and communities through improved access to CNSC data and information
- improving the Operations Planning Process to further align and integrate human, financial and other resources
-
implementing its Strategic Workforce Plan to ensure capacity and capability needed during a time of innovation and growth by:
- Developing branch-level workforce plans.
- Researching the application of alternate employment models and non-traditional recruitment avenues.
- developing and implementing activities under the Equity, Diversity and Inclusion Strategy to ensure a representative workforce, and an inclusive workplace free from harassment and discrimination, where employees can use and grow their skills, expertise and experience to deliver on the CNSC mandate
Planned resources to achieve results
Table 6: Planned resources to achieve results for internal services this year
| Resource | Planned |
|---|---|
| Spending | 61,948,823 |
| Full-time equivalents | 338 |
Complete financial and human resources information for the CNSC’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.
The CNSC strategy to meet the 5% annual target is:
-
encourage CNSC Business Owners to set aside procurements under the Procurement Strategy for Indigenous Business by:
- identifying where set-asides are feasible in the CNSC’s annual procurement plans
- issuing direct contracts to Indigenous suppliers (non-competitive procurements)
- using PSIB set-asides for commodities that have a good representation of Indigenous suppliers (competitive procurements)
- inviting a minimum number of Indigenous suppliers when using common procurement tools to increase the probability of awarding a contract to an Indigenous supplier
- continued training and education of staff on the benefits and best practices
- track and report on progress quarterly
Table 7: Percentage of contracts planned and awarded to Indigenous businesses
| 5% Reporting Field | 2023-24 Actual Result | 2024-25 Forecasted Result | 2025-26 Planned Result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 12.46% | 13-18% | 5% |
Planned spending and human resources
This section provides an overview of the CNSC’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.
Spending
This section presents an overview of the department's planned expenditures from 2022–23 to 2027–28.
Budgetary performance summary
Table 8: Three-year spending summary for core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2022–23 actual expenditures | 2023–24 actual expenditures | 2024–25 forecast spending |
|---|---|---|---|
| Nuclear regulation | 102,591,286 | 112,048,849 | 138,131,753 |
| Subtotal | 102,591,286 | 112,048,849 | 138,131,753 |
| Internal services | 50,374,879 | 57,995,740 | 64,704,889 |
| Total | 152,966,165 | 170,044,589 | 202,836,642 |
Analysis of past three years of spending
Actual expenditures increased from $153.0 million in 2022–23 to $170.0 million in 2023–24. The increase was mainly 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 forecasted increase to $202.8 million in 2024–25 is attributable to an increase in personnel costs for negotiated salary increases (largely owing to timing issues because of retroactive payments for 2022–23 and 2023–24), in addition to new industry projects.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 9 Planned three-year spending on core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2025–26 planned spending | 2026–27 planned spending | 2027–28 planned spending |
|---|---|---|---|
| Nuclear regulation | 134,714,106 | 137,593,153 | 139,845,204 |
| Subtotal | 134,714,106 | 137,593,153 | 139,845,204 |
| Internal services | 61,948,823 | 63,272,763 | 64,308,379 |
| Total | 196,662,929 | 200,865,916 | 204,153,583 |
Analysis of the next three years of spending
Planned spending is forecasted to decrease from $202.8 million in 2024–25 to $196.7 million in 2025–26 as a result of the end of retroactive salary payments incurred in 2024–25 and because of budget reductions announced under the government-wide Refocusing Government Spending initiative and the Responsible 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 $196.7 million in 2025–26 to $200.9 million in 2026–27 because 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 and the Responsible Government Spending initiative.
Planned spending is forecasted to increase from $200.9 million in 2026–27 to $204.2 million in 2027–28 because 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.
More detailed financial information on planned spending is available on the Finances section of GC Infobase.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 1 summarizes the department's approved voted and statutory funding from [insert fiscal year] to [insert fiscal year].
Text description of Graph 1
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022–23 | 152,966,165 | 40,887,209 | 112,078,956 |
| 2023–24 | 170,044,589 | 48,542,441 | 121,502,148 |
| 2024–25 | 202,836,642 | 59,581,000 | 143,255,642 |
| 2025–26 | 196,662,929 | 54,396,555 | 142,266,374 |
| 2026–27 | 200,865,916 | 51,756,310 | 149,109,606 |
| 2027–28 | 204,153,583 | 46,728,824 | 157,424,759 |
Analysis of statutory and voted funding over a six-year period
The CNSC is funded 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 licence-fee revenue, as well as the funding for contributions to employee benefit plans. The voted authority provides funding for fee-exempt activities (i.e., hospitals and universities) and activities relating to Canada’s international obligations (including non-proliferation activities), to public responsibilities, such as emergency management and public information programs, and to the updating of the Nuclear Safety and Control Act and its associated regulations.
The budgetary performance summary section provides variance explanations on year-to-year fluctuations in spending.
For further information on the CNSC’s departmental appropriations, consult the 2025–26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the CNSC’s operations for 2024–25 to 2025–26.
Table 10 Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
| Financial information | 2024–25 Forecast results | 2025–26 Planned results | Difference (forecasted results minus planned) |
|---|---|---|---|
| Total expenses | 207,487,000 | 216,456,000 | 8,969,000 |
| Total revenues | 143,967,000 | 154,000,000 | 10,033,000 |
| Net cost of operations before government funding and transfers | 63,520,000 | 62,456,000 | (1,064,000) |
Analysis of forecasted and planned results
The CNSC’s 2025–26 net cost of operations of $62.5 million reflects a decrease of $1.1 million (or 1.7%) compared to the 2024–25 forecast results. The change is the result of an increase in total expenses of $9.0 million (or 4.3%). This is primarily due to an expected increase in FTE use, resulting from new industry projects and cost-of-living increases, including salaries and wages. Total revenues are forecast to increase by $10.0 million (or 7.0%). While regulatory-fee revenues fund most of the CNSC’s expenses, the increase in total revenue is mainly a result of the forecast increase in expenses.
A more detailed Future-Oriented Statement of Operations and associated notes for 2025–26, including a reconciliation of the net cost of operations with the requested authorities, is available on the CNSC’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022–23 to 2027–28.
Table 11: Actual human resources for core responsibilities and internal services
| 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 | 692 |
| Subtotal | 617 | 644 | 692 |
| Internal services | 291 | 324 | 323 |
| Total | 908 | 968 | 1,015 |
Analysis of human resources over the last three years
The increase to 968 FTEs in 2023–24 (from 908 in 2022–23) is due to SMR regulatory readiness and new industry projects, as well as to increased FTE usage in the areas of communications and Indigenous relations. The forecasted increase to 1,015 FTEs in 2024–25 (from 968 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 12 Human resources planning summary for core responsibilities and internal services
| Core responsibilities and Internal Services | 2025–26 Planned full-time equivalents | 2026–27 Planned full-time equivalents | 2027–28 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).
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:
280 Slater St
PO Box 1045, Stn B
Ottawa ON K1P 5S9
Canada
Telephone:
613-995-5894
TTY:
1-800-926-9105
Fax:
613-995-5086
Email:
Website(s):
Supplementary information tables
Information on the CNSC’s departmental sustainable development strategy can be found on the CNSC’s website.
Information on the CNSC’s departmental sustainable development strategy can be found on the CNSC’s website.
Federal tax expenditures
The CNSC’s Departmental Plan does not include information on 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 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.
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 performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- fulltime equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the fulltime equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
-
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that 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.
Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
- government priorities (priorités gouvernementales)
- For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fight harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business (enterprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and Arequirements as defined by the Indigenous Business Directory.
- 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 an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.
- 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.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
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