Canadian Nuclear Safety Commission (CNSC) Annual Report 2023–24
On this page:
From the acting Chief Executive Officer
I am pleased to present the 2023–24 annual report from the Canadian Nuclear Safety Commission (CNSC). This report shows Parliamentarians and Canadians our unwavering commitment to protecting the environment and the health, safety, and security of Canadians. It also highlights our dedication to reconciliation with Indigenous Nations and communities, and how we have carried out our international obligations. Today, the CNSC remains a leader among the world’s nuclear regulators, setting standards for excellence.
Throughout the year, we focused on the CNSC’s readiness to regulate advanced reactor technologies, particularly small modular reactors. We undertook a strategic review of the CNSC’s regulatory framework, to enhance clarity and predictability.
We maintained rigorous oversight of nuclear facilities, exemplified by our oversight of the Darlington Nuclear Generating Station refurbishments and medical isotope-producing initiatives. Additionally, our sustained regulatory oversight of Bruce Power’s Unit 6 Major Component Replacement (MCR) ensured that it met all requirements to lift the fourth regulatory hold point, permitting Bruce B Unit 6 to increase power above 35% following the MCR outage. These projects represented the largest multi-year energy projects in Canada.
On the environmental front, we supported ministerial discussions on improving the efficiency of impact assessments and permitting processes for major projects. We reviewed documentation and held Commission proceedings to hear from various stakeholders to ascertain that a Near Surface Disposal Facility for nuclear waste at Chalk River Laboratories would not cause adverse environmental effects. Ultimately, the Commission authorized a licence to construct — a major step in addressing low-level radioactive waste.
Strengthening trust is of utmost importance to a regulator. This year, we launched the Indigenous and Stakeholder Capacity Fund, an initiative aimed at empowering Indigenous Nations, communities, and stakeholders to actively engage in our regulatory processes. This initiative reflects our commitment to Reconciliation and fosters stronger, safer, and more resilient regulatory outcomes through greater public involvement in the process.
On the international front, we signed memoranda of understanding with other regulators to enhance knowledge sharing, including with Ukraine, demonstrating our support for maintaining peaceful nuclear activities and oversight in times of war and peace.
As a testament to Canada's leadership and reputation on the international stage, I was elected by consensus as President of the Eighth Review Meeting of the Joint Convention on the Safety of Spent Fuel Management and on the Safety of Radioactive Waste Management. This reaffirms our commitment to achieving the highest standards of safety in all nuclear operations. In addition, as Chair of the International Atomic Energy Agency's Regulatory Cooperation Forum, I lead efforts in knowledge sharing. Our advocacy for greater regulatory collaboration underscores our belief that safety knows no borders and is best achieved through collaborative efforts.
This year our country chaired the International Nuclear Regulators’ Association meeting, gathering representatives from 9 other nuclear nations. The CNSC also hosted the Head of Nuclear Safety and Security from the IAEA, and delegations from France, Poland and Estonia’s nuclear regulators.
Throughout 2023–24, the CNSC continued its modernization efforts by onboarding staff to a new Digital Workspace, providing new opportunities for gaining efficiencies and collaboration. By upgrading our digital tools, modernizing our workspaces, and clarifying expectations for how we work in our new environment, we are building an agile and accessible digital workplace with modern regulatory capabilities that allow us to work more productively in a hybrid environment.
Advancing diversity and inclusion initiatives within our organization and globally remains at the forefront of the CNSC’s priorities. Participating in external networks such as the international Gender Champions in Nuclear Policy and organizing events such as our first annual STEM (science, technology, engineering and math) workshop for Indigenous girls to promote gender balance, reflected the CNSC’s commitment to fostering innovation and safety through inclusivity.
I extend my gratitude to our dedicated staff, whose expertise is paramount to fulfilling our mandate – and whose work and commitment are truly commendable.
Sincerely,
Ramzi Jammal
Results – what we achieved
Core responsibilities and internal services
Core responsibility: Nuclear Regulation
Description
The Canadian Nuclear Safety Commission 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 (including environmental protection reviews), compliance verification and enforcement. It is committed to building and maintaining the confidence of the public and Indigenous peoples through transparent, open and inclusive regulatory processes.
Progress on results
This section presents details on how the department performed to achieve results and meet targets for nuclear regulation. Details are presented by departmental result.
Table 1: Targets and results for nuclear regulation
Table 1 provides a summary of the target and actual results for each indicator associated with the results under nuclear regulation.
Departmental result indicators |
Target |
Date to achieve target |
Actual results |
|---|---|---|---|
Number of instances of radiological releases that exceeded regulatory limits |
0 |
March 31, 2024 |
|
Number of instances of hazardous releases that exceeded regulatory limits |
≤ 5 |
March 31, 2024 |
|
Percentage of Independent Environmental Monitoring Program samples (food, water, air and vegetation) that met guidelines |
≥ 95% |
March 31, 2024 |
|
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, 2024 |
|
Number of radiation doses to workers that exceeded regulatory limits |
0 |
March 31, 2024 |
|
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, 2024 |
|
Number of lost or stolen radioactive sealed sources i |
≤ 2 |
March 31, 2024 |
|
Canada’s international commitments to the International Atomic Energy Agency (IAEA) with respect to nuclear safeguards and verification are met |
IAEA broader conclusion |
December 31, 2023 |
|
i Category 1 and Category 2 sealed sources
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 |
˃ 90% |
March 31, 2024 |
|
Percentage of Commission proceedings for which the Participant Funding Program was made available to members of the public and Indigenous peoples |
˃ 90% |
March 31, 2024 |
|
Percentage of Commission proceeding documents that were available in a timely manner on the CNSC external website upon request by members of the public and Indigenous peoples |
˃ 90% |
March 31, 2024 |
|
Number of self-identified Indigenous groups and organizations who participated in CNSC proceedings |
Increasing trend |
March 31, 2024 |
|
Additional information on the detailed results and performance information the CNSC’s program inventory is available on GC InfoBase.
Details on results
The following section describes the results for nuclear regulation in 2023–24 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 2023–24, the CNSC:
- Continued its regulatory oversight of Bruce Power’s Unit 6 major component replacement (MCR), and in September 2023, CNSC staff concluded that Bruce Power met all CNSC requirements to remove the fourth regulatory hold point allowing an increase above 35% full power in Bruce B Unit 6, following the MCR outage. Additionally, in October 2023, the Commission amended the power reactor operating licence for Bruce Nuclear Generating Stations A and B. The Commission removed licence condition 15.3, related to pressure tube fracture toughness, and added a new licence condition requiring an enhanced fitness for-service program for fuel channels in extended operation.
- Ensured continued regulatory oversight of the refurbishments at Darlington Nuclear Generating Station to verify that projects are carried out safely and that required safety improvements are implemented. Notably, in July 2023, the CNSC authorized the removal of the fourth and final regulatory hold point for the Darlington Unit 3 Refurbishment Project. This allows Ontario Power Generation to exceed 35% full operating power for the refurbished reactor and proceed to normal operations.
- Announced the Commission’s decision that the existing environmental assessment for the Darlington New Nuclear Project is applicable to the reactor technology selected by OPG the General Electric Hitachi BWRX‑300 reactor.
- Sampled 9 sites under its Independent Environmental Monitoring Program: Darlington Nuclear Generating Site, Gentilly-2 facilities, Blind River Refinery, Nordion (Canada) Inc., Nuclear Power Demonstration Waste Facility, Port Hope Project and Port Granby Project, McMaster University, Gunnar mine, and Lorado mine.
- Continued to conduct environmental assessments for major projects including the Nuclear Power Demonstration Closure project, Rook 1 project, Wheeler River, Whiteshell Reactor #1, and Micro Modular Reactor project at the Chalk River Laboratories site.
- Announced the Commission’s decision in January 2024 to amend the nuclear research and test establishment operating licence held by Canadian Nuclear Laboratories for Chalk River Laboratories. The amendment authorizes the construction of a near surface disposal facility on the Chalk River Laboratories site, which is located in Deep River, Ontario, and on the traditional unceded territory of the Algonquin Anishinaabeg peoples.
- Continued to collaborate with the Impact Assessment Agency of Canada (IAAC) under a memorandum of understanding to ensure readiness for the first integrated impact assessment of a nuclear project. This has included working with IAAC toward an efficient and effective integrated assessment process by ensuring that the CNSC’s requirements and regulations are adequately incorporated. CNSC staff, in collaboration with IAAC, have also met with various proponents with potential projects that may trigger an integrated impact assessment to provide guidance and participate in meetings and workshops; conduct outreach and engagement activities with members of the public and Indigenous Nations and communities; as well as conduct initial reviews of draft documentation.
- Continued preparing to regulate the Adaptive Phased Management plan – Canada’s plan for the long-term management of used nuclear fuel – being implemented by the Nuclear Waste Management Organization. In February 2024, the Commission accepted the publication and use of REGDOC-1.2.3, Licence Application Guide: Licence to Prepare Site for a Deep Geological Repository. Adaptive Phased Management regulatory efforts continued to include outreach and engagement, regulatory framework development, capacity building and independent research.
- Received an application from Ontario Power Generation (OPG) seeking authorization to enable it to continue commercial operation of units 5–8 at the Pickering Nuclear Generating Station until December 31, 2026. OPG holds a CNSC licence to operate the Pickering Nuclear Generating Station, which expires on August 31, 2028. Its current CNSC licence does not allow commercial operation of units 5–8 beyond December 31, 2024. CNSC experts are reviewing OPG’s reassessment of the periodic safety review results.
- Achieved ISO/IEC 17025:2017 accreditation by the Laboratory Accreditation Program of the Standards Council of Canada in 2023. ISO/IEC 17025:2017 accreditation provides formal national and international recognition of the CNSC Laboratory’s technical competence. The laboratory provides various sample analysis services to the CNSC inspectors and officers in support of regulatory verification of licensee programs and to the independent environmental monitoring program.
- Began preparations to host an Integrated Regulatory Review Service (IRRS) follow-up mission in June 2024 based on Canada’s Response to the 2019 IRRS Report, including a preparatory meeting with IAEA and CNSC staff in October 2023.
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 its 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 achieved
To ensure nuclear material and substances, facilities and activities are secure and used for peaceful purposes, in 2023–24 the CNSC:
- Hosted a workshop with industry in December 2023 to outline how the CNSC proposes to address questions about plans to repeal and replace the Nuclear Security Regulations as part of its nuclear security regulatory modernization project. Modernizing the nuclear security regulatory framework involves extensive consultation with the public and stakeholders to ensure that security objectives are met while being mindful of the impact on licensees’ security programs.
- Proceeded with the project to revise its nuclear security series of regulatory documents to provide guidance for applicants and licensees on meeting the requirements of the new regulations.
- Continued to update its regulatory requirements and guidance to enhance the regulation of cyber security for nuclear facilities and for nuclear substance licensees.
- Requires all major nuclear facilities in Canada to have comprehensive emergency preparedness programs and response plans, and to hold regular emergency exercises, to ensure that facilities are prepared to address incidents at their sites. These plans must harmonize with those of other stakeholders, including provinces, municipalities and other federal partners. In 2023–24 the CNSC enhanced its emergency preparedness by supporting the execution of the Emergency Preparedness Review 2019 Management Action Plan and hosted an IAEA Emergency Preparedness Review follow-up mission in 2023 to address and close out remaining actions.
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 participation of members of the public and Indigenous peoples in its regulatory processes. Public hearings and meetings are open to anyone wishing to attend, are often held in the affected 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 peoples, members of the public, and stakeholders in bringing valuable information to the Commission. This is recognized internationally as a best practice for regulators to emulate.
The public and Indigenous peoples 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 stakeholders and Indigenous Nations and communities.
Results achieved
To ensure that Canadians, including Indigenous peoples, have meaningful information about, and the opportunity to participate in, the nuclear regulatory process in 2023–24, the CNSC:
-
Leveraged the funding received through the Impact Assessment Renewal Initiative to:
- launch a grants and contributions program in May 2023, the Indigenous and Stakeholder Capacity Fund, to ensure that Indigenous Nations and communities and stakeholders have the capacity to better engage and participate in CNSC programs and initiatives prior to and following decisions on new projects, and between licensing decisions on existing projects. In December 2023, the CNSC announced it would be awarding nearly $4 million to 19 Indigenous Nations and communities over 2 years through the fund’s Indigenous Capacity Support stream
- increase the funding envelope for the existing PFP up to $2 million to provide additional support to Indigenous peoples, the public, local communities, and key stakeholders to enable their participation in the CNSC’s licensing reviews and decision-making processes
- Continued to administer its online consultation platform, letstalknuclearsafety.ca. Feedback is an important part of the CNSC’s process for regulating the nuclear industry in Canada. Proposed changes to the regulatory framework are posted to the platform for public consultation with host communities, licensees, interested organizations and anyone else who would like to take part.
- Continued implementing the Regional Information and Monitoring Network (RIMNet) for the Ottawa River Watershed Basin joint initiative with Environment and Climate Change Canada. The initiative was developed to address comments from the public and from Indigenous Nations and communities about the availability of publicly accessible environmental monitoring data for the Ottawa River/Kichi Sibi watershed basin.
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:
Nuclear reactor accident
Nuclear power plants apply multiple measures (defence in depth) that anticipate and mitigate many potential challenges caused by both internal and external events. The CNSC, through its compliance program, ensures that licensees have appropriate programs and mitigation strategies in place to understand, address and mitigate potential challenges. Activities carried out by the CNSC include:
- undertaking research projects that emphasize preparation for both long-term and post‑refurbishment operation of nuclear power plants
- 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
- maintaining a robust compliance program
Malevolent activities
Nuclear facilities in Canada face the same security threats that terrorist groups pose to other infrastructure and other countries, particularly given the strategic importance of the energy sector. There is also a risk of Canadian nuclear materials, radioactive substances, equipment and technology, including prescribed information, being stolen or diverted and used for non-peaceful or malevolent purposes. To reduce the risk this poses, 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
Lost or stolen nuclear substances
As the use of nuclear substances increases, or if licensees suspend operations due to financial hardship, there is a higher risk of nuclear substances being inadequately secured and consequently lost. In addition, malicious actors may steal nuclear substances. In order to mitigate this risk, the CNSC implements requirements in:
- regulatory document REGDOC-2.12.3, Security of Nuclear Substances: Sealed Sources, to set 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
Transportation accidents
As the use and transportation of nuclear substances increases, so does the possibility of a transportation accident resulting in potential risks to public safety. The responsibility for ensuring regulatory oversight of the safe transport of nuclear substances is shared between the CNSC and Transport Canada. The CNSC mitigates this risk by:
- providing guidance, including 3 regulatory documents in the REGDOC-2.14: Packaging and Transport series
- providing additional information of the safe packaging and transport of nuclear substances on the CNSC website
- maintaining a robust compliance program
Nuclear fuel cycle facility accident/event
The CNSC anticipates and mitigates many potential challenges caused by both internal and external events at nuclear cycle processing facilities. To mitigate this risk, the CNSC:
- maintains a robust compliance program
- shares best practices and information on significant events with other regulators and international peer review groups
- established the Inspection Practices Working Group for the CNSC Inspection Process Self-Assessment Action Plan
Readiness for new technology
The CNSC’s capacity, capability and regulatory framework must be flexible enough to keep pace with new and/or disruptive technologies as they apply to the nuclear sector in Canada to ensure safety and security and to avoid impeding innovation. To mitigate this risk, the CNSC:
- developed a strategy for readiness to regulate advanced reactor technologies
- leverages the Government of Canada’s $50 million investment to support the CNSC’s readiness to regulate advanced reactor technologies by building capacity to assess expected SMR licence applications
- has active internal working groups and committees on readiness for SMRs
- consults with domestic and international regulatory partners to ensure the sharing of training resources and expertise
- is preparing to regulate activities using new technologies (e.g., AI, drones, virtual reality) and is exploring their potential use by the CNSC
-
transferred technical training in 2023 to the Innovation and Research Division with the intention of centralizing it, with a focus on the following key areas:
- ensuring continued management of the delivery and improvement of the Inspector Training Qualification Program (ITQP) suite of courses
- assessing training needs for technical staff, in particular staff from the Technical Support and Regulatory Operations branches, identifying immediate and longer term needs
- developing and delivering training on advanced reactors
- assessing, developing and delivering training to familiarize our staff with emerging technologies (e.g., AI, drones)
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 (FTEs) required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$116,574,133 |
$112,048,849 |
Full-time equivalents |
682 |
644 |
Complete financial and human resources information for the Canadian Nuclear Safety Commission’s program inventory is available on GC InfoBase.
Related government-wide priorities
Gender-based analysis plus
The CNSC continued to integrate gender-based analysis plus (GBA+) into work-related areas where the Government of Canada has established GBA+ 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+ 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+ 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 with Indigenous Nations and communities: 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 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 2023–24, 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 also contracted a nuclear consultancy company to conduct a study on artificial intelligence applications and the implications for the nuclear industry. In addition, the CNSC collaborated on a trilateral white paper with the United Kingdom’s Office for Nuclear Regulation and the United States Nuclear Regulatory Commission, with final publication expected in 2024–25.
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
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
Progress on results
This section presents details on how the department performed to achieve results and meet targets for internal services.
- Equity, diversity and inclusion (EDI) are fundamental to the CNSC’s regulatory safety culture and critical to spurring innovation and team collaboration. The CNSC has taken deliberate actions to build a healthy, collaborative workplace and a supportive culture for employees. In 2023–24, the CNSC continued to work from its EDI Plan that includes the following initiatives, among others:
- establishment of a Pay Equity Committee in accordance with Pay Equity Act regulations to identify and correct gender wage gaps where they exist
- development of a strategy to recruit Indigenous people
- introduction of the Working Alone Directive, which highlights identity factors as important considerations for employees and managers as they discuss safety plans and procedures
- implementation of the CNSC Accessibility Plan as per requirements under the Accessible Canada Act; the plan focuses on the identification and removal of barriers, and the prevention of new barriers
- launch of a new employee and family assistance program that better aligns with the physical, mental, and financial wellness needs of CNSC staff
- In 2023–24, the CNSC continued to build workforce capability for respect, inclusion and collaboration in a hybrid work environment. In November 2023, the CNSC clearly set out expectations, roles and responsibilities for working in a hybrid work environment, which included the implementation of digital telework agreements for all employees. In addition, the CNSC has established a measurement framework to assess the organization’s performance in fulfilling its mandate in a hybrid work environment, maintain trust with stakeholders and the public, improve employee well being, and foster a positive employment experience.
- Moreover, the CNSC continued to pilot a career progression program for regional inspectors and established an additional pilot program with technical specialists and regulatory program officers. The objective is to address the CNSC’s Public Service Employee Survey findings and employee feedback regarding satisfaction with career advancement opportunities, and to provide managers with an additional workforce management tool.
- The CNSC continues to develop new tools and practices to foster a team culture that is conducive to collaboration in a hybrid work environment. In 2023–24, the CNSC continued implementing the Government of Canada’s GCworkplace vision through an accelerated 5-year plan that will see the conversion of its spaces to modern design standards. Six converted floors at CNSC headquarters opened to staff in October 2023 and further progression was made on the remaining floors.
- The CNSC also continued onboarding staff into its Microsoft Teams / SharePoint-driven Digital Workspace through 2023–24, providing new opportunities for collaboration and building digital efficiencies. The CNSC’s Digital Program is building on that foundation, introducing new digital applications and tools and integrating unified information and data to improve regulatory activities, improve insights, and support decision making.
- In 2023–24, the CNSC launched a web modernization project to ensure its website is current, in plain language, accessible, and has easy-to-find information. As a result of this work, visitors will find it easier to navigate through the site and it will comply with the Treasury Board Secretariat directive to adopt the Canada.ca design. A modernized website will better reflect the CNSC’s commitment to building trust and being a transparent and credible regulator for Canadians and the world. This multi-year project is expected to be completed in early 2026.
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 FTEs required to achieve results.
Resource |
Planned |
Actual |
|---|---|---|
Spending |
$53,889,683 |
$57,995,740 |
Full-time equivalents |
301 |
324 |
The variance between planned FTEs of 301 vs actual FTEs of 324 is a result of internal reallocations in addition to new resources approved after the preparation of the 2023–24 Departmental Plan.
The complete financial and human resources information for the Canadian Nuclear Safety Commission’s program inventory is available on GC InfoBase.
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’s result for 2023–24:
As shown in table 4, the CNSC awarded 11.38% of the total value of all contracts to Indigenous businesses for the fiscal year.
Table 4: Total value of contracts awarded to Indigenous businesses¹
Contracting performance indicators |
2023–24 Results |
|---|---|
Total value of contracts awarded to Indigenous businesses² |
$1,566,920 |
Total value of contracts awarded to Indigenous and non‑Indigenous businesses³ |
$13,770,753 |
Value of exceptions approved by deputy head |
$0 |
Proportion of contracts awarded to Indigenous businesses |
11.38% |
|
|
In its 2024–25 Departmental Plan, the CNSC forecasted that, by the end of 2023–24, it would award 10 to 12% of the total value of its contracts to Indigenous businesses.
Spending and human resources
-
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2021–22 to 2026–27.
Budgetary performance summary
Table 5: Actual 3-year spending on core responsibilities and internal services (dollars)
Table 5 presents how much money the CNSC spent over the past 3 years to carry out its core responsibilities and for internal services.
Core responsibilities and internal services |
2023–24 Main Estimates ($) |
2023–24 total authorities available for use ($) |
2023–24 actual spending (authorities used) ($) |
2022–23 actual spending (authorities used) ($) |
2021–22 actual spending (authorities used) ($) |
|---|---|---|---|---|---|
Nuclear Regulation |
108,617,235 |
121,885,013 |
112,048,849 |
102,591,286 |
96,598,106 |
Subtotal |
108,617,235 |
121,885,013 |
112,048,849 |
102,591,286 |
96,598,106 |
Internal services |
49,970,614 |
59,147,273 |
57,995,740 |
50,374,879 |
46,942,192 |
Total |
158,587,849 |
181,032,286 |
170,044,589 |
152,966,165 |
143,540,298 |
Analysis of the past 3 years of spending
The CNSC’s Main Estimates for fiscal 2023–24 totalled $158.6 million, compared to total authorities of $181.0 million. The $22.4 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 2023–24 Main Estimates: $10.1 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 2023–24 Main Estimates: $9.2 million
- an operating budget carry-forward from 2022–23 to 2023–24: $2.0 million
- funds received from Treasury Board Secretariat for the cumulative impact of retroactive increases for executives: $0.7 million
- funding received from the Department of National Defence to support the Canadian Safety and Security Program: $0.4 million
Actual expenditures increased from $143.5 million in 2021–22 to $153.0 million in 2022–23. The variation was due to an increase in travel expenses attributable to the easing of COVID-19 travel restrictions, an increase in personnel costs resulting from a rise in FTE use, and an increase in transfer payments for the Participant Funding Program and the Research and Support Program.
The $17.0 million increase in actual spending from $153.0 million in 2022–23 to $170.0 million in 2023–24 is due mainly to:
- an increase in personnel costs resulting from a rise in FTEs due to new industry projects in addition to increases in FTEs in the areas of Communications and Indigenous Relations and an increase in salary rates for executives, including retroactive payments: $11.1 million
- an increase in repair and maintenance for leasehold improvement costs incurred in converting leased office space to GC workplace design standards to facilitate a reduction in the portfolio of leased office space and align with overall Government of Canada workplace strategy: $2.2 million
- an increase in the acquisition of machinery and equipment resulting from increased expenditures for laboratory equipment and software costs for cloud computing: $1.7 million
- an increase in transfer payments resulting from the establishment of a new grants and contribution program, the Indigenous and Stakeholder Capacity Fund: $1.5 million
- an increase in professional and special services, primarily information technology services provided by other government departments: $1.1 million
- a decrease in rentals due to a reduction of the CNSC’s portfolio of leased office space: $1.5 million
- a net increase in other expenditures categories: $0.9 million
More financial information from previous years is available on the Finances section of GC Infobase.
Table 6: Planned 3-year spending on core responsibilities and internal services (dollars)
Table 6 presents how much money the CNSC plans to spend over the next 3 years to carry out its core responsibilities and for internal services.
Core responsibilities and internal services |
2024–25 planned spending ($) |
2025–26 planned spending ($) |
2026–27 planned spending ($) |
|---|---|---|---|
Nuclear regulation |
121,694,342 |
122,367,203 |
123,767,648 |
Subtotal |
121,694,342 |
122,367,203 |
123,767,648 |
Internal services |
55,961,632 |
56,271,049 |
55,605,755 |
Total |
177,655,974 |
178,638,252 |
179,373,403 |
Analysis of the next 3 years of spending
As presented in the 2024–25 Departmental Plan, planned spending is forecasted to increase to $177.7 million in 2024–25, due to an expected increase in both FTEs, inflation and cost of living (including salary and wages).
Planned spending is forecasted to increase from $177.7 million in 2024–25 to $178.6 million in 2025–26 and $179.4 million in 2026–27. The increases are a result of inflation and cost-of-living adjustments (including salary and wages), partially offset by budget reductions related to the Refocusing Government Spending initiatives.
More detailed financial information from previous years 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: Approved funding (statutory and voted) over a 6-year period
Graph 1 summarizes the department's approved voted and statutory funding from 2021–22 to 2026–27.
Text description of graph 1
Fiscal year |
Total |
Voted |
Statutory |
|---|---|---|---|
2021-2022 |
$108,428,499 |
$35,111,799 |
$143,540,298 |
2022-2023 |
$112,078,956 |
$40,887,209 |
$152,966,165 |
2023-2024 |
$121,502,148 |
$48,542,441 |
$170,044,589 |
2024-2025 |
$125,234,519 |
$52,421,455 |
$177,655,974 |
2025-2026 |
$127,372,223 |
$51,266,029 |
$178,638,252 |
2026-2027 |
$129,035,374 |
$50,338,029 |
$179,373,403 |
Analysis of statutory and voted funding over a 6-year period
The CNSC is financed by the Government of Canada through voted Parliamentary and statutory financial authorities. Included in the statutory appropriation is a revenue spending authority, which allows the CNSC to spend most licence fee revenue, as well as the funding for contributions to employee benefit plans. The voted authority provides funding for activities exempt from paying fees (i.e., hospitals and universities) and activities with respect to Canada’s international obligations (including non-proliferation activities), public responsibilities such as emergency management and public information programs and updating of the Nuclear Safety Control Act and its associated regulations.
The budgetary performance summary section provides variance explanations on year-to-year fluctuations in spending.
For further information on the CNSC’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.
Financial statement highlights
The CNSC’s complete financial statements (unaudited or audited) for the year ended March 31, 2024, are available online.
Table 7: Condensed statement of operations (unaudited or audited) for the year ended March 31, 2024 (dollars)
Table 7 summarizes the expenses and revenues for 2023–24 which net to the cost of operations before government funding and transfers.
Financial information |
2023–24 actual results ($) |
2023–24 planned results ($) |
Difference (actual results minus planned) ($) |
|---|---|---|---|
Total expenses |
192,734,253 |
186,206,000 |
6,528,253 |
Total revenues |
134,414,209 |
132,205,000 |
2,209,209 |
Net cost of operations before government funding and transfers |
58,320,044 |
54,001,000 |
4,319,044 |
The 2023–24 planned results information is provided in the CNSC’s future-oriented statement of operations and notes 2023–24.
The total expenses of $192.7 million were $6.5 million or 3.5% more than planned expenditures of $186.2 million, mainly because of greater than initially forecasted costs for the accrual of collective agreement increases.
The total actual revenues of $134.4 million were $2.2 million or 1.7% greater than planned revenues of $132.2 million.
Table 8 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.
Financial information |
2023–24 actual results ($) |
2022–23 actual results ($) |
Difference ($) |
|---|---|---|---|
Total expenses |
192,734,253 |
177,280,599 |
15,453,654 |
Total revenues |
134,414,209 |
126,577,756 |
7,836,453 |
Net cost of operations before government funding and transfers |
58,320,044 |
50,702,843 |
7,617,201 |
The CNSC’s total expenses increased from 2022–23 to 2023–24 by $15.4 million or 8.7% from $177.3 million to $192.7 million. Personnel costs accounted for the majority of the increase due to increased FTE utilization in addition to accrued costs for collective agreement increases.
The CNSC’s revenues increased by $7.8 million or 6.2% due to increased levels of spending and the resulting cost recovery.
Table 9: Condensed statement of financial position (unaudited or audited) as of March 31, 2024 (dollars)
Table 9 provides a brief snapshot of the department’s liabilities (what it owes) and assets (what the department owns), which helps to indicate its ability to carry out programs and services.
Financial information |
Actual fiscal year (2023–24) ($) |
Previous fiscal year (2022–23) ($) |
Difference (2023–24 minus 2022–23) ($) |
|---|---|---|---|
Total net liabilities |
59,710,269 |
46,477,900 |
13,232,369 |
Total net financial assets |
43,731,402 |
30,532,919 |
13,198,483 |
Departmental net debt |
15,978,867 |
15,944,981 |
33,886 |
Total non-financial assets |
11,290,082 |
8,934,668 |
2,355,414 |
Departmental net financial position |
(4,688,785) |
(7,010,313) |
2,321,528 |
The $13.2 million increase in the CNSC’s net liabilities is mainly due to an increase in salaries and wages payable in addition to an increase in the amount of year-end refunds payable to licensees for the excess collection of fees charges over actual fees at year-end.
The increase of $13.2 million in the CNSC’s net financial assets is primarily the result of an increase 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.
Departmental net debt is unchanged at $16.0 million.
The increase of $2.3 million in non-financial assets is a result of an increase in the net book value of tangible capital assets, as the cost of new capital acquisitions exceeded amortization expenses.
The increase of $2.3 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 2021–22 to 2026–27.
Table 10: Actual human resources for core responsibilities and internal services
Table 10 shows a summary of human resources, in full-time equivalents (FTEs), for the CNSC’s core responsibilities and for its internal services for the previous 3 fiscal years.
Core responsibilities and internal services |
2021–22 actual FTEs |
2022–23 actual FTEs |
2023–24 actual FTEs |
|---|---|---|---|
Nuclear regulation |
592 |
617 |
644 |
Subtotal |
592 |
617 |
644 |
Internal services |
279 |
291 |
324 |
Total |
871 |
908 |
968 |
Analysis of human resources over the last three years
The increase to 908 FTEs in 2022–23 (from 871 FTEs in 2021–22) is a result of SMR readiness activities and new industry projects. The increase to 968 FTEs in 2023–24 (from 908 FTEs in 2022–23) is due to 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.
Table 11: Human resources planning summary for core responsibilities and internal services
Table 11 shows information on human resources, in full-time equivalents (FTEs), for each of 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 |
2024–25 planned FTEs |
2025–26 planned FTEs |
2026–27 planned FTEs |
|---|---|---|---|
Nuclear regulation |
685 |
685 |
685 |
Subtotal |
685 |
685 |
685 |
Internal services |
319 |
319 |
313 |
Total |
1,004 |
1,004 |
998 |
Analysis of human resources for the next 3 years
The planned increase to 1,004 FTEs in 2024–25 (from 968 FTEs in 2023–24) is a result of new industry projects and the full year impact of 2023–24 staffing actions. The FTE forecast anticipates FTEs to remain unchanged at 1,004 in 2025–26, decreasing to 998 FTEs in 2026–27.
Corporate information
Departmental profile
Appropriate minister(s):
Johnathan Wilkinson
Institutional head:
Ramzi Jammal (acting Chief Executive Officer)
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):
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+ 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, departments 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 3year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental priority (priorité)
- A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
- 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 connects the department’s core responsibilities to its 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.
- full-time 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 full-time 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+) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and policies, programs, and other initiatives. GBA+ 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+ 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.
- government-wide priorities (priorités pangouvernementales)
- For the purpose of the 2022–23 Departmental Results Report, government-wide 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; fighting 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 (entreprise 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, a department that meets the definition and requirements 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 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 means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department 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 a 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 a department, 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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