Welcome Binder – Summer 2024

Letter of congratulations
Section 1: About the CNSC
Section 2: How the CNSC governs and make decisions
- Governance
- Financial picture
Section 3: What the CNSC does
Section 4: Who the CNSC interacts with
Section 5: Priorities and initiatives at a glance
- SMR readiness plan
Section 6: CNSC planning and reporting
- Planning, performance and reporting framework
Section 7: Memberships held by the President and Executive Team
- Domestic
- International executive team memberships
Section 8: Appendix A CNSC Licences

Letter of congratulations

Letter of congratulations to new President and CEO.

Mr. Pierre Tremblay
President-designate
Canadian Nuclear Safety Commission,
280 Slater Street,
Ottawa, ON K1P 5S9

Dear Mr. Pierre Tremblay:

Welcome, and congratulations on your appointment as the new President and Chief Executive Officer (CEO) of the Canadian Nuclear Safety Commission (CNSC). Your selection is a testament to your outstanding leadership abilities, professional achievements and vision for the future of nuclear safety.

As the agency’s 12th President, you have the honour of leading a world-class nuclear regulator staffed by exceptionally talented public servants during a significant period of growth and innovation in the sector. Our employees are dedicated to fulfilling our very important safety mandate, and they recognize that earning the continued trust of Canadians is vital.

It is important to mention that part-time Commission member and acting Commission President Dr. Timothy Berube and I received outstanding support in the interim months ahead of your arrival. The dedication and unwavering commitment of the Executive Team and of all staff made it possible for the organization to continue to move ahead with important priorities. I know that staff are invigorated by your arrival and the opportunity to learn about your vision, and they will strive to exceed your expectations. I have every confidence that you will be met with the same great support and enthusiasm from which I benefitted. As the acting CEO, I did not keep the seat warm; rather I ensured that the CNSC’s strategic priorities were executed. In particular, the last few months have been critical in ensuring that the CNSC continues to be the lead regulator under the Impact Assessment Act (IAA). The CNSC has continued collaboration with the Impact Assessment Agency of Canada (IAAC) and Natural Resources Canada, in contributing to Ministerial Working Group on Regulatory Efficiency for Clean Growth Projects established through Budget 2024.

This package provides helpful information designed to introduce you to key files within the CNSC, including our mandate, legislative authority, organizational structure and culture. You will find a transformation agenda aimed at continuously strengthening our readiness to efficiently regulate nuclear activities and facilities, including advanced nuclear reactor technologies. Our commitment to building trust and strong relationships with Indigenous Nations and communities and with environmental non‑governmental organizations is essential to achieving our objectives. In addition, the CNSC’s unique flexible work model prioritizes a collaborative digital workspace that supports a culture of safety, inclusion and personal well-being, enabling each of us to reach our full potential.

Please know you have my full support as I fulfill my duties as Executive Vice-President and Chief Regulatory Operations Officer. I would be honoured to share my insights, experiences and knowledge to facilitate a seamless handover. You are being entrusted with a world-class organization, supported by a formidable staff; I am optimistic for what the future holds for the CNSC under your tenure.

I wish you the very best in your new role.

Sincerely,

Ramzi Jammal

Section 1: About the CNSC

This section provides an overview of the CNSC, including mandate, staff demographic, organizational structure, and operational framework.

CNSC overview

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 legislative authority from which the CNSC derives its mandate and responsibilities is the Nuclear Safety and Control Act (NSCA, external).

The CNSC is independent, but still part of the Government of Canada, and reports to Parliament through the Minister of Energy and Natural Resources. Nuclear regulation is solely under federal jurisdiction. The CNSC has no provincial counterparts.

As a federal entity under Schedule II of the Financial Administration Act (external), the CNSC receives a yearly Parliamentary appropriation that constitutes approximately 30% of its yearly budget, with the remaining 70% coming from licensing and other cost-recovered fees.

Head office:

Ottawa, Ontario

Regional offices:

Western Regional Office, Calgary, Alberta
Uranium Mines and Mills Division, Saskatoon Office, Saskatoon, Saskatchewan
Southern Ontario Regional Office, Mississauga, Ontario
Eastern Regional Office, Laval, Quebec

Site offices:

Pickering Nuclear Generating Station, Pickering, Ontario
Darlington Nuclear Generating Station, Bowmanville, Ontario
Bruce Nuclear Generating Station, Tiverton, Ontario
Point Lepreau Nuclear Generating Station, Point Lepreau, New Brunswick
CNL Chalk River Laboratories, Chalk River, Ontario

2023-2024

Full-time employees: 965
Budget: $$177,011,480
Licensees: 1472
Licences: 2278

Vision, mandate and strategic priorities

Values and ethics

The Values and Ethics Code for the Public Sector commits public servants to adhere to public sector values and expected behaviours. It strengthens the ethical culture of the public sector and contributes to public confidence in the integrity of all public institutions.

Federal public servants have a fundamental role to play in serving Canadians, their communities and the public interest under the direction of the elected government and in accordance with the law. As professionals whose work is essential to Canada’s well-being and the enduring strength of the Canadian democracy, public servants uphold the public trust.

The Constitution of Canada (external) and the principles of responsible government provide the foundation for the role, responsibilities and values of the federal public sector. Constitutional conventions of ministerial responsibility prescribe the appropriate relationships among ministers, parliamentarians, public servants and the public. A professional and non-partisan federal public sector is integral to our democracy.

The CNSC Values and Ethics Code identifies the values and expected behaviors that guide CNSC employees in performing their duties and responsibilities to the highest ethical standards.

In carrying out the CNSC's mandate, CNSC employees are guided in their actions and relationships by the values referred to as “RISERS”: respect, integrity, service, excellence, responsibility and safety. To further define these values:

Respect the rights and contributions of everyone
Act with integrity in all that we do
Commit to being of service to Canadians, Indigenous peoples and the government
Always strive for excellence in our work
Commit to personal and professional responsibility
Promote and adhere to a strong culture of safety.

In addition to compliance with RISERS, employees must also:

contribute to the realization of a diverse and inclusive workplace – ensure that the CNSC is representative of Canadian society by being open to the experiences of others and expanding your knowledge and perspective to make sure that all employees feel able to contribute successfully to the CNSC’s mandate
know that the Canadian Human Rights Act prohibits discrimination on the grounds of race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability and conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered
speak up if they are witnessing / have witnessed or are experiencing / have experienced violence, harassment or discrimination – or privy to information that could indicate a serious breach of this Code; such matters can be raised without fear of reprisal to a supervisor, the Senior Officer for Disclosure, Labour Relations, Legal Services and/or Corporate Security, or the Public Sector Integrity Commissioner

Employer of choice

The CNSC believes that being an employer of choice is profoundly important, as it strives to be a world-class regulator. This means that people not only want to work here but will make a deliberate choice to stay here. It also means that the organization is offering employees careers that are truly enriching, energizing, and meaningful.

To this end, the CNSC is embarking on an innovative and future-oriented workplace transformation that changes how it works. Every employee is a key player in its workplace transformation because it is about how the CNSC does its work, and not just the workspace.

The CNSC recognizes the many benefits of providing staff with more flexible work practices, and is committed to providing the policies, tools, and infrastructure to enable a workforce that can carry out work in an office and/or from a telework location within Canada.

The CNSC promotes a collaborative workplace where civility and defined values underpin interactions, where leaders value and listen to those who work for them, where excellence is robustly encouraged, and where employees are empowered to focus on their well-being.

Equity, diversity, and inclusion are also fundamental to our healthy safety culture. It encourages innovation and collaboration, and supports better decision making. The CNSC is committed to creating a barrier-free, diverse, and inclusive work environment for all employees and the public.

People and workforce

Over 1,000 CNSC staff members dedicate themselves daily to ensuring the safety of Canadians and the protection of the environment through regulatory oversight of Canada’s nuclear facilities. The CNSC is a unionized organization with over 50% of employees occupying mid- and senior-level positions. The workforce’s educational backgrounds range from bachelor- to PhD-level degrees in nuclear engineering, chemistry, physics, environmental, radiation science fields, business administration, policy development and communications.

Workforce demographics are shifting, industry demands are evolving, and digital and emerging technologies continue to gain momentum. It is therefore crucial for the CNSC to ensure that it has the right people in the right roles, at the right time, to achieve its mandate. As such, the CNSC Strategic Workforce Plan (SWP) 2024-2029 serves to guide human resource management strategies related to recruitment, retention, resource reallocation, training and development, and the career mobility of employees at the CNSC. This plan provides for the deliberate allocation of effort within the organization to move toward common workforce priorities to ensure the CNSC workforce is positioned to deliver on its regulatory mandate.

Ensuring that the CNSC has an inclusive workforce and workplace has underpinned its work in building organizational trust and the wellbeing of its workforce. The CNSC is currently building upon its first Equity, Diversity, and Inclusion (EDI) plan with a new EDI Strategy that looks ahead at 2025 to 2029. Our goals remain the same; acquiring, developing, and retaining a diverse workforce, promoting a culture of belonging that models respectful and inclusive behaviours. We monitor our progress through a variety of employee listening and human resource workforce metrics; the CNSC’s Organizational Health Report gives a good representation of the holistic health of the workforce and workplace.

Employment equity (EE) is about ensuring representativeness and addressing past and present disadvantages that designated groups have experienced in the workplace. Nevertheless the CNSC must also commit to creating a healthy, safe and inclusive work environment for all employees to contribute meaningfully.

The CNSC’s 6 employee networks (Accessibility Network, Black Employees Network, Diverse Employee Network, Indigenous Network, Pride Network and Women in Stem Network) are an invaluable source of insights into the employee experience within the organization. They play a key role in providing members with a safe space to raise and discuss issues while establishing a sense of community within the organization. In addition to the employee networks, the CNSC also has two professional community networks, the Administrative Professionals Network and the Young Professionals Network.

In addition to its EDI Strategy, the CNSC has an Accessibility Plan in accordance with directions under the Accessible Canada Act (external). The intent of this plan is to be inclusive by design and drive towards creating a barrier free work environment. This plan contributes to the CNSC’s strategic priorities of being a modern, trusted and agile nuclear regulator who is a leader of influence in global nuclear efforts.

Table 4 captures the number of employees broken down by EE group, includes both indeterminate and term employees, as well as the percentages of total workforce for the 2022–23 period.

Population breakdown

Table 1: CNSC employee population breakdown
Employment Equity Group	Indeterminate	Term	Grand total	Percentage
Women	390	33	423	53.2%
Visible minorities	193	28	221	28.1%
Indigenous Peoples	21	*	*	2.8%
Persons with disabilities	37	*	*	5.3%
Total	909	33	1002

*Suppressed representation when representation is between 1 and 5

EE data for 2023–24 is currently being analyzed in preparation for the annual reporting cycle to Treasury Board Secretariat this fall.

Growing talent to ensure regulatory oversight capability and capacity

Since 2015, the CNSC has been keeping an eye on the changing landscape of the Canadian nuclear industry and the scientific, technical, math and engineering (STEM) labour market while investing effort in strategic and operational workforce planning. As attrition remains the most critical risk, and with 30% of senior level staff eligible to retire in 3 years, the CNSC has adopted a “build” strategy to maintain core capabilities that are essential to carrying out its important mandate over the long term. In 2014, the CNSC undertook a significant recruitment campaign and has since attracted and hired more than 220 new graduates, into a variety of CNSC regulatory and technical business lines, as well as corporate areas.

To ensure its workforce is representative and reflective of the Canadian public it serves, the CNSC set 3-year hiring goals in 2021 to ensure that it would, at a minimum, meet Canada’s labour market availability of equity seeking groups. In 2023, the Human Resources Directorate (HRD) launched quarterly interactive manager dashboards on their respective workforce demographics and complement to empower managers and support workforce planning efforts.

A key deliverable for HRD this fiscal year is a CNSC strategic workforce plan, to further analyze the CNSC workforce. The plan will also establish strategies to protect core skills and to develop new skills to address emerging technological changes and operating environments of the nuclear industry.

Women in science, technology, engineering and mathematics

The CNSC is nationally and internationally recognized as a strong promoter of the balanced participation of women in STEM careers. Staff have been engaging in various initiatives to build relationships, share tools, and promote discussion of STEM topical areas.

The CNSC’s Women in STEM (WISTEM) Initiative was launched in 2019 to encourage girls and women to pursue a STEM education, and to raise awareness in collaboration with interested partners such as government, industry and academia. The CNSC demonstrates leadership and strives for concrete change on a national and international stage through participation in and amplification of several activities and teams, including Driving Advancement of Women in Nuclear (DAWN), the International Gender Champions Impact Group on Gender Equality in Nuclear Regulatory Agencies recently renamed to the Nuclear Regulators for Gender Equity (NRGE), the Nuclear Energy Agency (NEA) High-level Group on Improving Gender Balance in the Nuclear Sector (HLG-GB) and it’s Data Task Force, NEA International Mentoring Workshops, the IAEA Lise Meitner Programme, and the IAEA Marie Sklodowska-Curie Fellowship Programme.

Furthermore, the WISTEM Initiative also includes coaching and mentoring programs to help CNSC staff develop, improve and implement mindsets and behaviors to increase their confidence and competency in STEM work life.

The CNSC is in the process or creating a new multi-year WISTEM strategy that is expected to be launched by end of 2024.

Maintaining competent personnel

Providing employees with an opportunity to diversify their work experience and to grow their knowledge, skills and abilities is critical to offsetting the impacts of attrition. Individual learning plans continue to be mandatory, ensuring that managers and employees are working together to build or maintain the skills required to fulfil the responsibilities of an employee’s current duties as well as to prepare them for future careers. In addition to over 100 in-house courses offered each year, the CNSC encourages employees to take part in informal learning activities like work assignments, coaching and mentoring, independent study, and on-the-job training. Due to career conversations in the organization, the CNSC has seen a significant increase in assignments to diversify employee experience.

The CNSC recognizes that technical competencies are critical to the organization's effective performance, but not sufficient on their own. This is why the CNSC has developed Key Behavioural Competencies (KBCs, external) that are expected of all employees, in addition to the Government of Canada’s Key Leadership Competencies (KLCs, external) for public service executives, which were formally adopted in 2015. KLCs have been fully integrated into executive recruitment, development, succession management and performance management practices. KBCs have been integrated into recruitment, learning and employee-level performance management and recognition.

As the organization adapts to a hybrid work environment, the CNSC is focusing efforts on fostering inclusive behaviours to ensure that it continues to foster a healthy and safe working environment while setting all employees up to work successfully in a hybrid work approach. This includes in-house delivery of Fierce Conversations, which has several modules including confronting and resolving issues and giving and receiving feedback. The CNSC also has an in-house certified Emotional Intelligence course facilitator. Both offerings are given as open training to individual employees and to intact teams. Team Charter workshops have also been delivered to help teams to establish team norms and agreed on work practices to foster communication and trust with intact teams regardless of where they carry out their work.

Of note, the CNSC recently established digital telework agreements with all CNSC employees. Approximately 17% of the CNSC’s workforce is working from a location that is more than 125 km away from their designated work location.

Collective bargaining unit

Nuclear Regulatory Group (NUREG) is the CNSC’s bargaining unit and is part of the larger bargaining agent, the Professional Institute of the Public Service of Canada (PIPSC). Certified at the CNSC in 2004, NUREG represents its members in grievances, through collective bargaining and in day-to-day workplace issues. Key issues and discussions at the CNSC include raising issues, scientific integrity, harassment-free workplaces, and mental wellness. CNSC has a Labour Management Consultation Committee (LMCC) that strives to enhance labour-management relations at the CNSC by providing an opportunity to share information and address issues through communication and co-operation.

NUREG has approximately 792 members and represents REG1 to REG8 employees (there are exceptions to this representation). Positions in the President’s Office, in the Legal Services group, and the Human Resources Directorate are not represented. There are also approximately 25 additional positions that are not included and for reasons of conflict of interest, have been declared by the Public Service Labour Relations and Employment Board as “excluded” from the bargaining unit.

The current NUREG collective agreement expired on March 31, 2022. Negotiations have been completed and on April 3, 2024, a new collective agreement was accepted and has been ratified.

Classification system

As a separate employer^{Footnote 1}, the CNSC has always exercised its authority to create and use its own system of classifying jobs to establish relative internal value. In April 2011, the CNSC modernized its job evaluation plan, applying the system to all non-legal and executive work at CNSC, and creating an 8-level hierarchy (REG 1–8 + Executives and Legal) based on an objective, fair, consistent and gender-neutral measurement of jobs against a set of unique factors of work.

With effective evaluation tools in place, the CNSC can establish career pathways for the development of future leaders which is critical to people management and the success of the organization.

The CNSC is committed to ensuring the job evaluation program contributes directly to the effective management of the organization. The CNSC is addressing its requirements under the Pay Equity Act (external), to ensure equal pay for work of equal value. With a joint employer/employee pay equity committee (PEC) already established, 2 of the 5 main steps (establishing job classes and gender predominance) required prior to publishing a pay equity plan have been completed. Work on the 3 remaining steps continues and the CNSC, supported by the PEC, is seeking an extension to complete the work by March 2026.

Operational framework

The tribunal

The “tribunal” is not a defined term in the NSCA, but it is used here to denote the constitution of the Commission as distinct from CNSC staff or the organization as a whole.

The CNSC is an independent regulatory agency and quasi-judicial administrative tribunal that reports to Parliament through the Minister of Energy and Natural Resources on its activities under the NSCA. The tribunal makes decisions on the licensing of nuclear-related activities in Canada, establishes legally binding regulations, and sets regulatory policy direction on matters related to health, safety, security of persons and environmental issues affecting the Canadian nuclear industry. The tribunal may designate certain officials to make licensing and other regulatory decisions as appropriate, and these CNSC staff are designated officers under the NSCA. When establishing regulatory policy, making licensing decisions and implementing programs, the tribunal takes into account the views, concerns and opinions of industry, interested members of the public, Indigenous Nations and communities, intervenors and licensees.

The tribunal holds different types of hearings to receive and consider the information it needs to make fair, transparent decisions on the licensing of nuclear-related activities. Hearings allow for some format adjustments so that they can be as fair, efficient and effective as possible. The tribunal also holds public meetings for the conduct of its affairs, at such times and places as established by the CNSC http://laws-lois.justice.gc.ca/eng/regulations/sor-2000-212/page-1.html.

The tribunal’s expertise in the assessment and determination of nuclear safety matters was acknowledged in recent Federal Court of Appeal decisions. In particular, the CNSC was recognized for best practices established in regulating baseline characterization, waste management, and characterization of releases and consideration of extreme events. The tribunal continues to receive deference from reviewing Courts on its factual findings, its interpretation of its authorities under the NSCA and its discretionary exercise of those authorities, so long as Commission decisions are both within the scope of the Commission’s statutory mandate and expertise in nuclear safety, as well as being fully explained and justified with reasons that are intelligible and clear.

The tribunal’s arms-length decision-making authority ensures that it remains independent from government, licensees and applicants, CNSC staff, and intervenors. Only the Federal Court may review a decision made by the tribunal.

The NSCA provides for the appointment of not more than 7 permanent members to the tribunal by Order-in-Council. The NSCA also provides for the appointment of temporary members. The members are in the GC-Q Group and serve during good behaviour. The CNSC President is a full-time member of the tribunal. The other members, in practice, are appointed on a part-time basis, and come from across Canada, representing various scientific and business backgrounds.

Commission members

The Registry

The Registry is the official registrar in relation to Commission documentation. The Registry manages the processes for Commission proceedings, including hearings and public meetings.

The Commission Registry is headed by Candace Salmon, Commission Registrar. The Commission Registrar reports to the Senior General Counsel and Vice-President of the Legal and Commission Affairs Branch, Lisa Thiele. The Registry provides technical and logistic support to conduct Commission proceedings together with legal expertise on administrative law and procedural regulatory requirements applicable to the delivery of the Commission’s mandate. The Registry also provides legal advice, for instance on procedural matters, to the President and Commission Members and is responsible for Commission Member training and development. The Registry also, in cooperation with the Strategic Communications Directorate, communicates with all stakeholders and interested parties, including government departments, intervenors, licensees and applicants, Indigenous Nations and communities, and the public, on Commission affairs.

Further information will be provided on the role of the Registry and Commission members in a separate briefing from the Registry.

Role of the President and Chief Executive Officer

The CNSC President has a dual role: President of the Commission and Chief Executive Officer of the CNSC.

President of the Commission

The President is the only full-time member of the tribunal and presides over it. As the President, they ensure that the tribunal operates with appropriate independence from political or other directions while ensuring sound management and government practices within the legislation and guidelines of the Government of Canada. The President may establish panels of the tribunal consisting of one or more members, and as directed by the President, a panel may exercise any of the powers of the tribunal.

Chief Executive Officer (CEO) of the CNSC

As the CEO, they direct the work of CNSC staff. They provide strategic leadership to the Commission staff and stakeholders in defining, developing and implementing a regulatory and licensing regime that promotes and advances a safety culture around the use, transport, processing, storage and disposal of nuclear materials within Canada and abroad.

Relationship to the federal government

As a deputy head who supports the Minister of Energy and Natural Resources, the President and CEO is accountable for all the CNSC’s responsibilities under federal legislation and as a separate employer and departmental corporation within the Canadian government structure.

The CNSC is accountable to Parliament, reporting through the Minister of Energy and Natural Resources, and the President and CEO ensures that the direction of the regulatory programs is in keeping with the government’s policy agenda.

Role and portfolio of Minister of Energy and Natural Resources

The Minister of Energy and Natural Resources is responsible for the activities of the Natural Resources Portfolio. The Minister’s responsibilities are defined by more than 30 acts of Parliament.

The Minister also has responsibility for other agencies within the Natural Resources portfolio, which includes the following:

1 Crown Corporation: Atomic Energy of Canada Limited
2 independent regulators: the Canada Energy Regulator and the CNSC
2 offshore petroleum boards: the Canada-Newfoundland and Labrador Offshore Petroleum Board and the Canada-Nova Scotia Offshore Petroleum Board
2 boards that report to the Minister as required: the Energy Supplies Allocation Board and the Northern Pipeline Agency

**Figure 3: Natural Resources portfolio**

The Minister’s specific relationship with each agency varies according to statute, although normally it includes such things as:

reporting to Parliament on behalf of the institution
recommending Governor-in-Council appointments and making ministerial appointments
approval of Treasury Board submissions
making recommendations to the Governor in Council

When a minister is appointed to a portfolio, the Minister has powers, duties and functions vested by statute, and the Prime Minister may assign a broad range of additional responsibilities. In exercising the powers conferred by Parliament and in implementing Cabinet decisions, Ministers are supported by a Deputy Minister and departmental officials.

To assist ministers in meeting their duties and responsibilities while ensuring accountability to Canadians, the Privy Council Office produced Open and Accountable Government. This guide defines core principles regarding the roles and responsibilities of ministers in Canada’s system of responsible parliamentary government. It also provides information on the framework and management of ministerial portfolios and on the public service resources that provide support to ministers.

President and Chief Executive Officer’s relationship to the Minister

The CNSC President and CEO one of the many deputy heads who supports the Minister of Energy and Natural Resources. The primary role of a deputy head is to be the principal source of support for the Minister in fulfilling their collective and individual responsibilities and respecting their accountability to Parliament. In providing this support, the President and CEO of the CNSC is responsible for ensuring:

sound public service advice on policy development and implementation, both within the Minister's portfolio and with respect to the government's overall policy and legislative agenda
effective departmental management
fulfillment of authorities that have been assigned to the deputy head or other departmental officials either by the Minister or directly by virtue of legislation

Deputy heads also have responsibilities related to the collective management of the government, which include responding to the policies of the portfolio as a whole and ensuring that appropriate interdepartmental consultation occurs on any matter that may touch upon broader ministerial responsibilities.

As head of the tribunal, the President may be asked to appear directly before parliamentary committees to elaborate on matters related to the administration of the CNSC’s regulatory regime.

Organizational structure

The CNSC’s organizational structure comprises the President’s Office (including the Transformation Management Office and the Internal Audit, Evaluation and Ethics Division) and 5 branches.

The branches work together to meet the goals of the various programs areas that encompass all of the CNSC’s work, utilizing a “matrix” or “multi-key” working philosophy whereby the collaboration and concurrence of the relevant specialists is necessary as projects move forward. Each branch is headed by a Vice-President, with the exception of the Regulatory Operations Branch which is led by the CNSC’s Executive Vice-President.

The following sections provide an overview of the organizational structure by branch and by program.

By branch

President’s Office

The President is supported by a Cabinet that includes a chief of staff, an executive office manager, and other support staff. The Transformation Management Office and the Internal Audit, Evaluation and Ethics Division report directly to the President.

The Chief of Staff

The Chief of Staff (COS), Heather Crowe, is accountable to the President and serves as the President’s strategic consultant and representative. The COS is responsible for the identification and contextualization of emerging issues of importance to the President, the compilation of pertinent information, and the provision of analysis and advice on regulatory, policy and program issues.

In addition, the COS frequently attends domestic and international meetings, conferences and committees with and on behalf of the President in order to facilitate the transmission of information within the organization. The COS also plays a key role in leading CNSC engagement activities such as the Annual Event, and regular town hall meetings to ensure that staff have opportunities to connect with each other and hear from senior leaders on topics of importance.

Transformation Management Office

The Transformation Management Office (TMO) is a temporary body, created in January 2023, to mature the CNSC’s ability to manage transformational (i.e., major strategic) projects. The TMO serves as the operational arm of the strategic planning function, ensuring that the CNSC’s vision for change is executed in line with the Executive Team’s direction.

The TMO conducts its work through the provision of integrated project management and change management support to a portfolio of projects within the CNSC, as well as the creation and implementation of a framework for integrated decision making and reporting to ET.

The TMO, led by the Chief Transformation Officer (CTO), Bibi Roy, reports directly to the President. The CTO is supported by a small staff complement of 2 senior transformation officers, a transformation project coordinator and an administrative professional.

Internal Audit, Evaluation and Ethics Division

The Director of Internal Audit, Evaluation and Ethics Division (IAEED) is Patricia Fraser. IAEED is responsible for the delivery of 3 CNSC programs: internal audit; evaluation; and values and ethics. The Division follows strict standards in terms of how to conduct activities, in line with the Treasury Board Policy on Internal Audit and international standards for internal audit, and the Treasury Board Policy on Results and Canadian Evaluation Society Standards for evaluation. Internal audits review management systems, processes, and procedures, including the integrity of financial and non-financial information. Evaluations measure programmatic results and contribute to the assessment of results achievement.

IAEED also provides guidance, advice and assistance in the implementation of the CNSC Values and Ethics, Conflict of Interest and Post-employment, External Complaints and Internal Disclosure programs. The division provides a referral, advisory and consultation service for ethical issues and concerns and manages the process for the internal disclosure of wrongdoing.

Within the CNSC, the independence and objectivity of the division is supported through the function's organizational placement, reporting directly to the President. The internal audit and evaluation functions also report to the Departmental Audit Committee (DAC) and Performance Measurement and Evaluation Committee, respectively.

Branches

Regulatory Operations Branch

The Regulatory Operations Branch (ROB) is led by Ramzi Jammal, Executive Vice-President (EVP) and Chief Regulatory Operations Officer. ROB supports the CNSC’s mission and mandate by making final regulatory decisions or making recommendations to the Commission in the areas of licensing, certification and regulation of nuclear power plants, uranium mines and mills, uranium fuel fabricators and processing facilities, waste management facilities, nuclear substance processing and transport, and industrial and medical applications. ROB also coordinates the planning, monitoring, and reporting of operational activities. In his capacity as ROB EVP, Mr. Jammal co-chairs the Operations Management Committee, is a member of the SMR Steering Committee and is the CNSC’s champion for safety culture.

ROB is made up of 4 directorates and the Operations Secretariat:

Directorate of Power Reactor Regulation
Directorate of Nuclear Cycle and Facilities Regulation
Directorate of Nuclear Substance Regulation
Directorate of Advanced Reactor Technologies
Operations Secretariat

Technical Support Branch

The Technical Support Branch (TSB) is led by Brian Torrie, acting Vice-President and Chief Science Officer. TSB provides leadership and specialized technical expertise that supports operational activities and the development of the regulatory framework. TSB staff are experts in the areas of nuclear science and engineering, safety analysis, management systems, human and organizational performance, personnel training and certification, environmental and radiation protection, security, nuclear emergency management, safeguards, and nuclear non-proliferation. TSB staff are frequently members of international working groups of experts in specialized nuclear science fields.

TSB is made up of comprised made up of 4 directorates:

Directorate of Environmental and Radiation Protection and Assessment
Directorate of Security and Safeguards
Directorate of Safety Management
Directorate of Assessment and Analysis

The Innovation and Research Division also resides within the Office of the Vice-President and Chief Science Officer and is led by the Director, Keith Dewar.

Regulatory Affairs Branch

The Regulatory Affairs Branch (RAB) is led by Colin Moses, Vice-President and Chief Communications Officer. RAB is responsible for providing the organization with strategic direction and implementing the CNSC’s regulatory policy, communications and stakeholder engagement, strategic planning, international relations and Executive Team services. The main purpose of RAB is to connect and build bridges within the CNSC’s operating environment – with governments, citizens, Indigenous Nations, interest groups, and others – to ensure that CNSC processes and decisions are robust, reflect evolving, diverse societal values, and are understood and accessible by all.

RAB is made up of 3 directorates:

Regulatory Policy Directorate
Strategic Communications Directorate
Strategic Planning Directorate

Corporate Services Branch

The Corporate Services Branch (CSB) is led by Stéphane Cyr, Vice-President and Chief Financial Officer. CSB is responsible for integrated services related to human resources, finance, contracting and procurement, administration and facilities management, security, and information management and technology. The branch is accountable for ensuring sound financial management and integrity; defining strategies, programs, and policies concerning the management of human resources, information and information technology, assets, internal security, and resources; leading and managing the departmental financial management function; planning and creating budgets for financial processes; and establishing, monitoring, and maintaining a risk-based system of internal control of financial management.

The Corporate Services Branch is made up of 3 directorates:

Human Resources Directorate
Finance and Administration Directorate
Information Management and Technology Directorate

Legal and Commission Affairs Branch

The Legal and Commission Affairs Branch (LCAB) is led by Senior General Counsel and Vice-President Lisa Thiele. LCAB has 2 distinct functions: Legal Services and the Commission Registry.

The Legal Services group is headed by Catherine Howlett, General Counsel. Legal Services is an in-house full-service legal team. The team provides legal advisory services to the President and Executive Team, the Commission and CNSC staff with respect to both the regulatory functions and authorities of the CNSC and respecting the CNSC’s responsibilities as a departmental corporation and separate employer within the federal government. The Legal Services group is responsible for the management of all litigation involving the CNSC, either representing the CNSC or retaining and managing external litigation counsel. The General Counsel reports to the Senior General Counsel and Vice-President of LCAB.

The Commission Registry, as discussed previously, is led by Candace Salmon, Commission Registrar. The Registry provides technical and logistic support to conduct Commission proceedings together with legal expertise on administrative law and procedural regulatory requirements applicable to the delivery of the Commission’s mandate. The Registry also provides legal advice to the President and Commission Members and is responsible for Commission Member training and development. The Registry also, in cooperation with the Strategic Communications Directorate, communicates with all stakeholders and interested parties, including government departments, intervenors, licensees and applicants, Indigenous Nations and communities, and the public, on Commission affairs. The Commission Registrar reports to the Senior General Counsel and Vice-President of LCAB.

The Senior General Counsel and Vice-President of LCAB also acts as counsel to the Commission in its statutory roles — as a regulatory agency, a court of record and an administrative tribunal with quasi-judicial powers.

By program

The CNSC is also organized by programs that provide the organization with a planning basis to accomplish its objectives. The CNSC’s core responsibility, nuclear regulation, is supported by 5 programs:

The CNSC also has Internal Services, with services and supporting functions enable the organization to meet its corporate obligations and deliver its 5 programs.

Nuclear Fuel Cycle Program

Under the Nuclear Fuel Cycle Program, the CNSC regulates all lifecycle stages for facilities associated with the nuclear fuel cycle – nuclear processing facilities, nuclear waste management facilities, and uranium mines and mills – from site preparation through construction and operation to decommissioning or long-term management, in the case of some nuclear waste facilities. The program official is Luc Sigouin, Director General of the Directorate of the Nuclear Cycle and Facilities Regulation.

In general, this program executes the licensing process and compliance activities for Class I nuclear facilities. These activities include facility inspections, reviews of licensee reports, and environmental, radiation and conventional health and safety data analysis. Indigenous Nations and communities, distinct from stakeholders, have expressed interest in all facilities associated with the nuclear fuel cycle program.

The following sections provide an overview of each facility type within this program.

Uranium mines and mills

**Figure 6: Jet-boring mining equipment at Cameco’s Cigar Lake mine**

This service line regulates all lifecycle phases of uranium mining and milling in Canada. The stakeholders associated with this service line are primarily uranium mine and mill licensees with some new proponents with active applications submitted to the CNSC. Currently, all operating uranium mines and mills, and all proposed uranium mines and mills, are located in northern Saskatchewan in the Athabasca Basin. The Athabasca Basin is predominantly inhabited by Indigenous Nations and communities, who continue to carry out significant fishing, hunting, gathering, and cultural activities in the environment near CNSC-licensed uranium mines and mills.

Nuclear processing facilities

Figure 7 Aerial view of Port Hope Conversion Facility
Photo: Cameco

This service line regulates all lifecycle phases of nuclear processing facilities in Canada. These facilities carry out activities that include refining, conversion and processing for eventual fuel manufacturing or for a variety of other end uses in industrial or medical applications. Stakeholders are primarily licensees associated with uranium refineries, uranium conversion facilities, nuclear fuel fabrication facilities, tritium light source facilities and medical radioisotope processing facilities. The facilities currently regulated under this service line are located throughout Ontario.

Nuclear waste management facilities

**Figure 8: In-ground storage containers at Western Waste Management Facility**

This service line regulates all lifecycle phases of nuclear waste management facilities in Canada that process, store or dispose of nuclear waste. Nuclear waste management is regulated through the policies, legislation and responsible organizations set in place to govern the management of radioactive waste in Canada and outlined in the Government of Canada’s Policy for Radioactive Waste Management and Decommissioning. Stakeholders are primarily licensees associated with nuclear waste management facilities, categorized by the type of waste managed (low-, intermediate- or high-level radioactive waste). The service line includes: waste management facilities for used nuclear fuel, as well as lower-risk facilities; shut-down and decommissioned reactors, other than the ones managed by the Canadian Nuclear Laboratories; and, currently, the Nuclear Waste Management Organization’s Adaptive Phase Management approach and proposed Deep Geological Repository.

Canadian Nuclear Laboratories facilities

Figure 9: Aerial view of Chalk River Laboratories
Photo: CNL

This service line is responsible for the delivery of all compliance and licensing activities for all Canadian Nuclear Laboratories (CNL) facilities and projects within in Canada. CNL sites are located throughout Canada, and include the former nuclear research and test facilities at Chalk River Laboratories in Deep River, Ontario, and Whiteshell Laboratories in Pinawa, Manitoba; and the Douglas Point Waste Facility, Gentilly-1 Waste Facility and Nuclear Power Demonstration Waste Facility, which are prototype power reactors currently in a safe shutdown state and undergoing decommissioning.

Nuclear Fuel Cycle Program at a glance

Table 2: Nuclear Fuel Cycle Program summary
2024–25 planned full-time equivalents (FTEs)	92
2024–25 planned spending	$15,334,866
Major facilities and licensees	Active mines and mills: Cigar Lake Mine / Cameco Corporation McClean Lake Mill / Orano Canada Inc. McArthur River Mine / Cameco Corporation Key Lake Mill / Cameco Corporation Uranium processing facilities: Blind River Uranium Refinery / Cameco Corporation Port Hope Conversion Facility / Cameco Corporation Cameco Fuel Manufacturing / Cameco Corporation BWXT Nuclear Energy Canada Inc. (Toronto/Peterborough) Nuclear substance processing facilities: Nordion BWXT Medical Best Theratronics SRB Technologies Research reactors: McMaster Nuclear Reactor Royal Military College SLOWPOKE reactor École Polytechnique de Montréal SLOWPOKE reactor Canadian Nuclear Laboratories sites: Chalk River Laboratories Whiteshell Laboratories Douglas Point Waste Facility Nuclear Power Demonstration Waste Facility Gentilly-1 Waste Facility Port Hope Area Initiative Decommissioning and waste management facilities: Western Waste Management Facility / OPG Darlington Waste Management Facility / OPG Pickering Waste Management Facility / OPG Gentilly-2 Waste Management Facility / Hydro-Québec Proposed waste projects: Chalk River Laboratories-Near Surface Disposal Facility Project / Canadian Nuclear Laboratories Deep Geologic Repository / Nuclear Waste Management Organization Proposed mine and mill projects: Rook-I project / NexGen Energy Wheeler River project / Denison Mines Patterson Lake South project / Fission Uranium

Nuclear Reactors Program

Under the Nuclear Reactors Program, the CNSC regulates all the lifecycle stages for nuclear reactors (specifically nuclear power plants and research reactors), from site preparation, construction and operation to the beginning of decommissioning. The program officials are Alexandre Viktorov, Director General of the Directorate of Power Reactor Regulation (nuclear power plants), Luc Sigouin, Director General of the Directorate of Nuclear Cycle and Facilities Regulation (research reactors), and Sarah Eaton, Director General of the Directorate of Advanced Reactor Technologies (new applications).

The following sections provide an overview of each facility type within this program.

Nuclear power plants

This service line regulates all the lifecycle stages for nuclear power plants in Canada, from site preparation, construction and operation to the beginning of decommissioning. In addition to having a team of onsite inspectors, CNSC staff with specific technical expertise regularly visit the plants, to verify that operators are meeting the regulatory requirements and licence conditions. Stakeholders are primarily nuclear power plant licensees: Bruce Power Inc., Ontario Power Generation Inc., and New Brunswick Power Corporation.

Research reactors

This service line regulates all the lifecycle stages for research reactors in Canada, from site preparation, construction, and operation to decommissioning and abandonment once operations are ended. Stakeholders are primarily research reactor licensees, including those of the National Research Universal reactor, the McMaster Nuclear Reactor and SLOWPOKE reactors.

Advanced reactor technologies

This service line regulates early life stages of micro and small modular reactors (SMRs), as well as new nuclear power plants in Canada, from site preparation to construction. When a project is designated under the Impact Assessment Act, the CNSC partners with the Impact Assessment Agency of Canada to undertake an integrated impact assessment. At this time, the stakeholders associated with this service line are proponents that have submitted a licence application (Ontario Power Generation, Global First Power, and New Brunswick Power), potential applicants, SMR vendors, Indigenous Nations and communities, host communities, and the public.

**Figure 11: Example of SMR project designs**

Nuclear Reactors Program at a glance

Table 3: Nuclear Reactors Program summary
2024–25 planned FTEs	313
2024–25 planned spending	$52,100,633
Major facilities and licensees	Power reactors: Bruce A and B Nuclear Generating Stations / Bruce Power (8 units) Darlington Nuclear Generating Station / Ontario Power Generation (4 units) Pickering Nuclear Generating Station / Ontario Power Generation (6 operating units, 2 laid-up units) Point Lepreau / New Brunswick Power Corporation (1 unit) Research reactors: Chalk River Laboratories / Canadian Nuclear Laboratories McMaster Nuclear Research Reactor École Polytechnique SLOWPOKE-2 Research Reactor Saskatchewan Research Council SLOWPOKE-2 Research Reactor University of Alberta SLOWPOKE-2 Research Reactor Royal Military College of Canada SLOWPOKE-2 Research Reactor Advanced reactors / SMRs: Ontario Power Generation’s BWRX-300 (application for licence to construct is under review) New Brunswick Power’s ARC-100 (application for licence to prepare a site is under review) Global First Power’s ARC-100 (application for licence to prepare a site is under review)

Nuclear Substances and Prescribed Equipment Program

The Nuclear Substances and Prescribed Equipment Program ensures the safe and secure use of nuclear substances and prescribed equipment in Canada, to protect the health, safety and security of Canadians and the environment. This program includes the oversight of nuclear substances and prescribed equipment in medical, industrial, academic/research and commercial sectors, dosimetry service providers, as well as the safe transport of nuclear substances. The program official is Karen Owen-Whitred, Director General of the Directorate of Nuclear Substance Regulation.

While the onus of safety is on the licensee, staff evaluate safety and security performance through inspections, event reviews, assessments, and reviews of licensee programs and processes. Licensing, compliance and certification activities are managed through a risk-informed approach.

More specifically, this program includes:

licensing the possession and use of nuclear substances and prescribed equipment, the transport of nuclear substances and the delivery of dosimetry services
making recommendations to the Commission for licensing decisions on Class IB facilities
certifying transport packages, radiation devices, Class II prescribed equipment and radiation safety officers for Class II nuclear facilities
establishing compliance verification plans based on a risk-informed regulatory oversight model taking into account licensee performance
acting as technical specialists to other programs

Given the large number of licences in this group and the relatively low risk to the public, the tribunal has authorized designated officers to perform specific duties related to this program. In 2022, designated officers made over 2,000 decisions related to licensing and certification activities.

Additional information about the types licensed activities in this area are summarized in the following sections.

Medical sector

Licensees in the medical sector use nuclear substances and operate accelerators and other prescribed equipment for diagnostic and therapeutic purposes in hospitals and medical clinics.

Diagnostic and therapeutic nuclear medicine use radiopharmaceuticals designed to target specific tissues and organs, allowing for the delivery of nuclear substances to specific areas of the body for diagnostic testing or treatment.

Radiation therapy devices are those that are used to treat cancer, either via an external beam of radiation or by placing radioactive sources inside cancerous tissues. Medical linear accelerators are the most common type of equipment used for therapeutic purposes.

Industrial sector

Licensees in the industrial sector use nuclear substances either in industrial facilities or as part of fieldwork or construction. Typical applications include the measurement of physical parameters such as density, moisture content and geological composition in civil engineering. They are also used for material examination in civil engineering, and level and flow rate in industrial facilities (such as oil and gas exploration, mining and manufacturing). In industrial radiography, nuclear substances are used in exposure devices for the non-destructive examination of materials.

Commercial sector

The commercial sector encompasses a number of licensed activities related to the production, processing, storage and distribution of nuclear substances, the calibration of radiation detection instruments, as well as the servicing of radiation devices and Class II prescribed equipment for commercial purposes. Nuclear substances are found in many products used to protect the health and safety of Canadians (including smoke detectors, self-lighting exit signs and security-screening equipment). Such devices may not require a licence for possession by the end user; however, their manufacturing and initial distribution in Canada is licensed by the CNSC.

Academic and research sector

Licensed activities in the academic and research sector are conducted in universities, colleges, and research laboratories, and focus mainly on biological and biomedical research that primarily uses open (unsealed) nuclear substances. This sector also uses sealed sources, radiation devices and accelerators for teaching, and for pure and applied research, as well as irradiators to irradiate cells or samples in laboratories.

Packaging and transport

Almost a million shipments of nuclear substances occur every year in Canada. All nuclear substances are transported in packages that are selected based on the nature, form, and quantity or activity of the substance. There are general design requirements that apply to all package types to ensure that they can be handled safely and easily, secured properly, and are able to withstand routine transport conditions. The CNSC’s Packaging and Transport of Nuclear Substances Regulations include an ambulatory reference to the International Atomic Energy Agency regulations to ensure alignment between the 2 if international regulations are modified. While transport activities are generally exempt from CNSC licensing, the CNSC issues transport licences for specific circumstances however.

Dosimetry services

The use of a licensed dosimetry services is required to measure and monitor the doses of radiation received by and committed to nuclear energy workers (NEWs) who have a reasonable probability of receiving:

an effective dose greater than 5 mSv in a 1-year dosimetry period, or
an equivalent dose to the skin, or the hands and feet, that is greater than 50 mSv in a 1-year dosimetry period

The CNSC licenses 2 categories of dosimetry services:

Commercial dosimetry services, where licensed dosimetry is provided to external clients
In-house dosimetry services, where licensed dosimetry is provided internally to an organization’s own employees and visitors

Nuclear substances and prescribed equipment program at a glance

Table 4: Nuclear Substance and Prescribed Equipment Program summary
2024–25 planned FTEs	86
2024–25 planned spending	$14,599,653
Licenses	The following licences are as of January 2023 for a total of 2,080, broken down by sector: Medical – 443 Industrial – 1,205 Academic and Research – 185 Commercial – 242 Dosimetry – 11

Nuclear Non-Proliferation Program

This program provides assurance to both the Canadian public and the international community that the development, production and use of nuclear energy and nuclear substances, prescribed equipment and prescribed information are safe and in conformance with the control measures and international obligations related to the peaceful uses of nuclear energy to which Canada has agreed. The nuclear non-proliferation program includes the implementation of international safeguards and the implementation of import and export controls. The program official for this program is David Moroz, Director General of Security and Safeguards.

Safeguards

This service-line activity area implements the safeguards agreement and its additional protocol that the Government of Canada has concluded with the IAEA as part of its commitment to the Treaty on the Non-Proliferation of Nuclear Weapons. Under the safeguards agreement and additional protocol, the CNSC, on behalf of the Government of Canada, makes declarations of nuclear material inventories and transfers, and of specified nuclear activities, to the IAEA and, through its regulatory framework, provides access to the IAEA to verify those declarations.

In verifying the declarations, the IAEA is able to conclude that all nuclear material in Canada remains in peaceful use (the broader conclusion), as part of a system of reciprocal assurances that it provides among its Member States. The CNSC has maintained the IAEA broader conclusion for Canada since it was first achieved in 2005.

Domestic and international arrangements

This service line aims to establish and maintain domestic and international arrangements – in collaboration with other organizations within Canada and abroad – to implement measures of control and international obligations to which Canada has agreed.

The CNSC negotiates administrative arrangements with domestic and international organizations to align regulatory systems and processes, to comply with and maintain international commitments, and to implement measures pursuant to Canada’s nuclear non-proliferation policy. These measures include bilateral nuclear cooperation agreements with Canada’s nuclear trading partners. The CNSC is also responsible for the administration and implementation of the nuclear security programs, and other supporting nuclear security requirements and guidance related to domestic and international activities.

Import-export

This service line activity area establishes controls on the exports and imports of nuclear substances, equipment, information (technology) and nuclear related dual-use items, through licensing, compliance and counter-proliferation measures. The objective is to ensure that nuclear and dual-use items are transferred internationally solely for peaceful purposes and do not contribute to nuclear weapons programs. Controls are implemented consistent with requirements under the NSCA, other relevant national legislation, international standards and guidelines to which Canada adheres (e.g., Nuclear Suppliers Group Guidelines, or IAEA codes of conduct) and Canadian nuclear non-proliferation policy (e.g., nuclear cooperation agreement provisions, Treaty on the Non-Proliferation of Nuclear Weapons).

Nuclear Non-Proliferation Program at a glance

Table 5: Nuclear Non-Proliferation Program summary
2024–25 planned FTEs	35
2024–25 planned spending	$ 6,022,779
Inspections (IAEA-led with CNSC participation)	2020–21 actual – 109 2022–23 actual – 105 2023–24 planned – 110

Scientific, Regulatory and Public Information Program

The Scientific, Regulatory and Public Information Program aims to provide interested parties with the best available scientific information. These parties include the public, Commission members, CNSC staff, nuclear licensees, vendors, the academic community, special interest groups, Indigenous Nations and communities, other government departments, other jurisdictions, and international organizations. This work involves generating and collecting scientific information, institutionalizing the information within the regulatory framework, and disseminating the information through a variety of channels and engagement practices, both domestically and internationally. The program official is Michael DeJong, RAB Vice-President and Chief Communications Officer. This program is managed in collaboration with TSB.

The following sections provide an overview of the service lines that are a part of this program.

Regulatory framework

The regulatory framework service line develops and makes improvements to the CNSC’s regulatory framework. The regulatory framework includes the NSCA and its associated regulations, the Nuclear Liability and Compensation Act, federal environmental legislation, regulatory documents outlining requirements and guidance, and nuclear standards developed by the CSA Group. The framework considers Government of Canada regulatory policy guidance, as well as the views of Indigenous Nations and communities, stakeholders and the public. This service line is led by the Regulatory Policy Directorate in RAB.

Scientific and technical information

The scientific and technical information component of this program explains the scientific knowledge basis for the CNSC’s regulatory positions. This is related to the research service line (more on research in the following section) by using scientific and technical information generated from outside sources (contracts, contribution agreements and grants) as well as inside sources (CNSC staff’s research and analysis) to provide a reasonable base for the systematic review of existing and new scientific information supporting the regulatory decision-making by the Commission and its delegated authorities. This service line is primarily managed by 3 TSB directorates: the Directorate of Assessment and Analysis, the Directorate of Safety Management, and the Directorate of Environmental and Radiation Protection and Assessment.

Research

The research service line conducts research to generate objective scientific and technical information to address gaps and uncertainties in the CNSC’s knowledge base. This is achieved through the administration of contracts, contribution agreements and grants. CNSC staff and management benefit directly from this research. Other beneficiaries include the nuclear technical community (nuclear safety experts, academic community, and research laboratories), nuclear licensees, other government departments, other jurisdictions, international organizations, stakeholders, Indigenous Nations and communities, and the public.

Research is managed by the Innovation and Research Division, reporting directly to the TSB Vice-President and Chief Science Officer. More information on how the CNSC’s research is managed is outlined in section 2.

Information dissemination

The information dissemination service line is responsible for disseminating objective scientific and regulatory information to the public, Indigenous Nations and communities, and other key stakeholders in an effort to build confidence and generate trust in the CNSC’s role as a nuclear regulator. This service line also identifies existing and emerging key stakeholder groups, and develops tools, tactics and strategies to proactively reach and engage with these stakeholders using plain-language and credible information that has been tailored to their needs. The information dissemination service line is primarily managed by the Strategic Communications Directorate and the Strategic Planning Directorate, with contributions and support from subject matter experts across the organization.

Internal and external communications services, managed and led by the CNSC’s Strategic Communications Directorate, build on efforts around public engagement and outreach by developing communications plans, assets and activities in support of the CNSC’s mandate, strategic and core priorities. These activities include Commission communications, media (both proactive and responsive), program promotion, and planned communications for domestic and international conferences and events.

Scientific, Regulatory and Public Information Program at a glance

Table 6: Scientific Regulatory and Public Information Program summary
2024–25 planned FTEs	159
2024–25 planned spending	$33,636,411
Supporting functions	Supporting program components include: Regulatory framework Scientific and technical information Information dissemination (including outreach and engagement efforts) This program does not conduct inspections.

Internal services

Internal services include only those activities and resources that apply cross-functionally across the organization, and not those provided by a specific program. The objective of the Internal Services Program at the CNSC is to deliver efficient, quality client-focused services to meet organizational requirements.

Human resources management

Human resources management services involve activities related to:

supporting human resources planning and reporting
reviewing, assessing and developing organizational design
reviewing and assessing job descriptions and classifications
supporting staffing processes
collecting and processing employee information related to compensation, leave and transfers
identifying and coordinating organization-wide training and learning requirements
promoting values, ethics and employment equity
managing employee recognition and awards programs
addressing workplace management and labour relations
providing a physically and psychologically safe working environment for employees and striving to eliminate any hazards that may result in accidents, or personal injury/illness
developing and maintaining HR information systems within the organization

Financial management and facilities, security, assets and administration

Financial management involve activities undertaken to support the CNSC’s management team in understanding their financial position and accountabilities and to ensure the optimal use of resources within the CNSC’s financial framework. It ensures the prudent use of public resources, including planning, budgeting, forecasting, costing, revenue management, accounting, internal/external reporting, control and oversight, analysis, decision support and advice, and financial systems.

The activities that fall under facilities, security, assets and administration are undertaken to ensure that the CNSC’s assets are managed in a safe, secure, sustainable and financially responsible manner to support the cost-effective and efficient delivery of government programs. These activities also ensure that CNSC personnel, assets and information are safe and secure.

Information management and information technology

Information management directs and supports effective and efficient management of information in an organization, from planning and systems development to disposal or long-term preservation.

Information management services involve activities undertaken to:

achieve efficient and effective information management to support program and service delivery
foster informed decision making
facilitate accountability, transparency, and collaboration
preserve and ensure access to information and records for the benefit of present and future generations

Information technology services involve activities undertaken to achieve efficient and effective use of information technology to support government priorities and program delivery; to increase productivity; and to enhance services to the public. The management of information technology includes planning, procuring (or building), operating, and measuring performance.

Internal services at a glance

Table 7: Internal Services summary
2024–25 planned FTEs	312
2024–25 planned spending	$55,605,755
Supporting functions	Supporting functions include: Human resources management Procurement and contracting Travel and administration Non-nuclear security Legal Services Physical resources Financial management Information management Commission support Information technology

Section 2: How the CNSC governs and make decisions

The CNSC employs a robust governance framework that guides how decision making is undertaken within organizational and committee structures, using processes consistent with organizational values and ethics. The following diagram shows existing CNSC senior-level committees, followed by a short description of each.

Governance

CNSC committees

Executive committees

Executive Team

The Executive Team meets weekly for an informal roundtable where members are asked to provide an update on current issues. Members of the Executive Team include the President, the Executive Vice-President, and the 4 Vice-Presidents.The CNSC’s Chief of Staff attends meetings and holds the secretariat function. The Executive Office Manager attends and organizes these meetings.

Integrated Planning and Resource Management Committee

The Integrated Planning Resource Management Committee (IPRMC) is a decision-making body. Its main purpose is to ensure that the allocation of all CNSC resources (human, technology, financial) is optimal to achieve desired outcomes in line with the CNSC’s vision and in accordance with legislative authorities delegated to the CNSC as a Schedule II organization under the FAA. The IPMRC shall advise the President on the continued prudence and diligence of all CNSC expenditures with respect to sound resource management principles and policies of the Government of Canada.

Management Committee

The Management Committee (MC) advises the President on strategic, regulatory, management and other issues for information, approval or decision. MC also acts as the Performance Measurement and Evaluation Committee to meet the requirements of Treasury Board of Canada’s Policy on Results. This Committee is comprised of the President, Executive Vice-President and Chief Regulatory Operations Officer, 4 Vice-Presidents, the Commission Registrar, and the directors general of the CNSC. This committee is open to all staff and is well attended.

The following Committees are Vice-President / Director General Committees that report back to MC (unless otherwise indicated). They are organized under:

Standing committees
Continuous improvement committees; and
Legislatively mandated committees.

Continuous improvement

Security Committee

The Security Committee (SC) provides strategic guidance regarding the CNSC’s Corporate Security programs and risks based on the Treasury Board Secretariat Policy on Government Security. The SC is chaired by the Chief Security Officer – the Director of the Corporate Security Division. The SC reports semi-annually, typically in January and July, to the Executive Team.

Regulatory Framework Steering Committee

The Regulatory Framework Steering Committee (RFSC) drives regulatory framework priorities and provides leadership, guidance and direction to achieve a clear and pragmatic regulatory framework for the CNSC. The Director General of the Regulatory Policy Directorate is chair of the RFSC. Directors General from ROB and TSB also act as Committee members.

Contracts Review Committee

The purpose of the Contracts Review Committee (CRC) is to ensure a more effective management oversight of contracting at the CNSC. Treasury Board Secretariat’s Contracting Policy encourages contracting authorities to establish and maintain a formal contracting and procurement review and challenge mechanism.

Indigenous Relations Steering Committee

The Indigenous Relations Steering Committee (IRSC) provides oversight of ensuring the CNSC meets statutory and common-law obligations for consulting Indigenous Nations, communities and peoples, where required, on CNSC-regulated projects.

Standing committees

Operations Management Committee

The Operations Management Committee (OMC) provides leadership, direction and oversight to the development, implementation and improvement of regulatory programs and associated operational activities.

Members of the OMC include the Executive Vice-President and Chief Regulatory Officer of the Regulatory Operations Branch (ROB), the Vice-President of the Technical Support Branch (TSB), and the directors general of the Regulatory Operations and the Technical Support Branches. The director of the Operations Secretariat serves as the OMC Secretary.

Digital Steering Committee

The Digital Steering Committee (DSC) is responsible for the oversight of all Information Management and Information Technology strategies pertaining to the optimization and transformation of business capabilities at the CNSC. The purpose of the DSC is to ensure the effective and efficient use of technology in enabling the enterprise to achieve its strategy and goals within acceptable levels of risk. The Committee also plays a monitoring role to ensure adoption of initiatives and realization of business value. The DSC report annually to MC.

Legislatively Mandated Committees

Departmental Audit Committee

The President and CEO of the CNSC, in consultation with the Comptroller General of Canada, is responsible for establishing and maintaining an independent Departmental Audit Committee (DAC) that includes a majority of external members recruited from outside the federal public administration and appointed by Treasury Board.

The DAC is responsible for providing the President with independent advice and recommendations on the sufficiency, quality and results of internal and external audit engagements related to the adequacy and functioning of the department’s frameworks and processes for risk management, control and governance. The DAC also provides advice and recommendations on matters for which the President, as accounting officer, is responsible and on other related matters as needed or requested by the President. In addition, the DAC uses a risk-based approach to review all core areas of departmental management, control and accountability processes, including reporting.

The CNSC’s DAC is composed of 4 members: 3 external members appointed by Treasury Board and one internal member. Julie Gelfand (DAC Chair), Glenn Janes and Patricia Li have been appointed as external members. The internal member (at present) is the CNSC’s President and CEO.

Policy Health and Safety Committee

The Policy Health and Safety Committee (PHSC) is a joint committee responsible for making recommendations to management on broader, strategic and emerging occupational health and safety issues. More specifically, the PHSC addresses corporate-wide health and safety issues in order to establish common practices across the organization, and addresses issues that, due to their nature, cannot be dealt with at a local level. The PHSC is co-chaired, with 1 co-chair being a representative from the senior management team and the other representing CNSC employees.

Labour–Management Consultation Committee

The purpose of the Labour–Management Consultation Committee (LMCC) is to provide a forum for meaningful consultation between employer and bargaining agent representatives where information can be exchanged and views and advice on workplace issues obtained. The co-chairs are the VP CSB and the NUREG President of PIPSC.

Workplace Health and Safety Committee

The CNSC has two Workplace Health and Safety Committees (WHSC) – one for headquarters located at 280 Slater Street, and one for the offices located at 410 Laurier Street. Under federal jurisdiction, workplace health and safety committees must be established in workplaces where there are 20 or more employees. The Professional Institute of the Public Service of Canada, through the Nuclear Regulatory Group (NUREG), selects the employees who are members of these CNSC committees.

Other

Pay Equity Committee

In 2022, the Pay Equity Committee was established to oversee project work legislatively mandated under the Pay Equity Act. It is expected to dissolve when work is complete in fall 2024.

Financial picture

The CNSC’s planned spending of, $177,655,974, as per the 2023–24 Departmental Plan includes funding authorized under parliamentary appropriations and statutory authorities.

The following illustration provides an overview of the CNSC’s financial management, revenue management, and accounting cycles as well as the government-wide estimates and supply cycle. The CNSC’s fiscal year mirrors that of the Government of Canada, which begins on April 1 and ends on March 31.

**Figure 15: CNSC financial management overview**

Planned spending

Table 8 summarizes planned full-time equivalent positions and funding as per the. CNSC’s 2024–25 Departmental Plan

Table 8: Full-time equivalent positions and funding per fiscal year
Fiscal year	FTEs	Total planned spending	Statutory	Parliamentary appropriations
2024–25	1,004	$177,655,974	$125,234,519	$52,421,455
2025–26	1,004	$178,638,252	$127,372,223	$51,266,029
2026–27	998	$179,373,403	$129,035,374	$50,338,029

Funding regime

The CNSC uses various funding mechanisms to deliver its mandate. Most of the CNSC’s funding comes from statutory budgetary authorities (or “revenue”), with the remainder from voted budgetary authorities (or “parliamentary appropriations”).

Statutory (revenue)

Pursuant to subsection 21(3) of the NSCA, the CNSC has the statutory authority to spend, during a fiscal year, any revenues that it receives in the current or previous fiscal year through the conduct of its operations. The revenues received from regulatory fees for licences and applications are charged in accordance with the Canadian Nuclear Safety Commission Cost Recovery Fees Regulations (CRFR). This authority to spend revenues provides a sustainable and timely funding regime to address the rapid changes in the regulatory oversight workload associated with the Canadian nuclear industry.

The CRFR include individual sections to address the 4 types of revenue-generating activities regulated by the CNSC:

Regulatory activity plan (RAP) fees: apply to Class I nuclear facilities, mines and mills, and waste nuclear substance activities
Formula fees: apply to Class II nuclear facilities, Class II prescribed equipment, dosimetry services and nuclear substances and radiation devices
Fixed fees: apply to licences to transport nuclear substances, and certifications of package designs, radiation device models and exposure device operators
Special projects: apply to licences to package or transport, to certifications or designs for special form radioactive material, and to any licences or certifications not referred to under RAP, formula fees or fixed fees

The CRFR provide parameters and instructions on:

the methods used to calculate fees using actual effort and costs for major licences
equitable standard-hour or prescribed fee method to calculate fees for other licences
certifications and regulatory work based on reasonable estimate of cost of regulatory activities
the method to calculate hourly rate to calculate fees
the formal dispute resolution mechanism
the CNSC’s Cost Recovery Advisory Group to provide feedback on the operational management of the CNSC cost recovery program

Parliamentary appropriations

The CNSC is also funded through a voted budgetary authority from Parliament. The voted budgetary authority is used to fund activities and certain types of licensees that are, under the regulations, not subject to cost recovery. The regulations state that licensees, such as hospitals and universities, are exempt from paying fees as these entities exist for the public good. Additionally, fees are not charged for activities that result from CNSC obligations that do not provide a direct benefit to identifiable licensees. These include activities with respect to Canada’s international obligations (including non-proliferation activities), public responsibilities (such as emergency management and public information programs), specific projects (such as small modular reactors) and the updating of the NSCA and its associated regulations.

Contributions to the employee benefit plans are statutory budgetary authorities.

Ongoing internal reviews are conducted to ensure a consistent, accurate and effective application of cost, cost recovery and revenue management practices across the CNSC. A key objective is that stakeholders share a common understanding of the CNSC’s framework of revenue management practices, roles and responsibilities, accountabilities and processes. Expected outcomes are confirmation that CNSC’s resources continue to be effectively allocated between appropriation and revenue spending authorities and licensees are assured that fees reflect the actual cost of efficient regulatory activities.

Grants and Contributions Program

As defined by TBS’ Policy on Transfer Payments (external), a grant is defined as a transfer payment subject to pre-established eligibility and other entitlement criteria. A grant is not subject to being accounted for by a recipient nor normally subject to audit, and the recipient may be required to report on results achieved. Conversely, a contribution is defined as a transfer payment subject to performance conditions specified in a funding agreement. A contribution is to be accounted for and is subject to audit.

The CNSC has a Class Grants and Contribution Program with 3 streams, each with separate budgets: the Research and Support Program Stream; the Participant Funding Program Stream (PFP); and the Indigenous and Stakeholder Capacity Fund (ISCF) Program Stream, introduced in May 2023.

The CNSC provides grants and contributions for external research and development and other related scientific activities through the Research and Support Program. This program is managed by the Innovation and Research Division in TSB and includes a budget of approximately $4M to fund regulatory research.

Program purpose

The CNSC’s regulatory research can be applied to support regulatory decisions, identify unforeseen hazards, and to develop tools and procedures to address emerging issues. The Research and Support Program supports the CNSC’s mandate to ensure that the health, safety and security of Canadians are protected. It is also used to create effective safety standards both domestically and internationally.

The objectives of the program can be further defined into 10 research goals:

To strengthen the CNSC’s licensing, compliance and regulatory framework in preparation for long-term/post-refurbishment operation of Canadian nuclear power plants
To support CNSC staff in their evaluation of pre-licensing and licensing submissions related to advanced reactor technologies
To prepare to regulate and/or use new technologies (e.g. AI, drones, VR)
To enhance the CNSC’s understanding of the environmental transport and behaviour of hazardous/nuclear substances and associated environmental exposures
To inform the CNSC’s radiation protection knowledge base to reflect the best available science with respect to the protection of workers and the public
To support CNSC staff in evaluating waste repositories
To support Canada’s safeguards commitments and international safeguards efforts
To strengthen Canada’s nuclear forensics capability
To support development of standards for nuclear safety and security
To support capacity building, outreach and safety promotion

In addition to these goals, the research is also linked to the CNSC’s Safety and Control Area Framework. Safety and control areas are used to evaluate how well licensees meet regulatory requirements and safety performance standards.

Approximately half of this program’s allocated budget is used to fund research contracts with direct deliverables. This includes contracts to private organizations, consultant companies or universities. The other portion of the research budget funds the Grants and Contribution Program, generally to allow for research collaboration both domestically and internationally. This includes collaborations with universities, other regulators, international agencies (i.e., the IAEA and the Nuclear Energy Agency) and government laboratories.

Participant Funding Program stream

The CNSC provides contributions through the PFP, which was established in early 2011, to enhance the participation of Indigenous Nations and communities and the public in project-specific regulatory processes. This program is managed by the Indigenous and Stakeholder Relations Division in RAB.

Program authority

The CNSC’s authority for the PFP comes from section 21 (1) (b) of the NSCA. PFP funding is publicly offered and advertised for public Commission proceedings, including those related to environmental assessments under the Canadian Environmental Assessment Act 2012, non-designated nuclear projects under the Impact Assessment Act, licensing hearings, and regulatory oversight reports. Funding is also available upon request for Indigenous Nations and communities to support meetings with CNSC staff and Indigenous knowledge studies in relation to specific projects.

Eligibility

PFP applications are reviewed by an independent and external Funding Review Committee (FRC). The FRC is a panel of former public servants with experience in environmental assessment, licensing, Indigenous consultation and engagement processes, and PFPs from other federal agencies. The FRC makes recommendations to CNSC management on award recipients and funding amounts, and what deliverables are required. CNSC management is responsible for reviewing the FRC’s recommendations and approving the awarding of funds. All funding decisions are posted publicly on the CNSC’s website.

Participant Funding Program budget

In 2023–24, the PFP paid out approximately $1.8 million to 135 recipients and supported 53 different projects. The PFP is currently forecast to pay out $2 million in 2024–25. Initially, the CNSC could cost recover up to $925,000 on PFP activities, however, since 2022-23 the federal government approved cost recovery of an additional $7M over 6 years (see figure 16) to enhance the program’s total budget due to the increased demand on the program, starting in fiscal year 2022–23.

The following table shows the approved total budget for the PFP.

Table 9: PFP budget for fiscal years 2022–23 to 2027–28
Fiscal year	2022–23	2023–24	2024–25	2025–26	2026–27	2027–28
Total budget	$2,265,000	$2,265,000	$2,000,000	$2,000,000	$2,000,000	$2,000,000

Indigenous and Stakeholder Capacity Fund

The ISCF provides broader capacity support for Indigenous Nations and communities and stakeholders to engage with the CNSC on policies, processes, and activities outside of projects. This program is managed by Indigenous and Stakeholder Relations Division (ISRD) in RAB.

Program authority

The CNSC received approval for authority and funding ISCF in December 2022 as part of the Impact Assessment Renewal Initiative. The ISCF, formally launched in May 2023, is designed to help address capacity needs of Indigenous Nations and communities and key stakeholders. The ISCF also advances a key pillar of the CNSC’s approach to reconciliation. The program has 3 major streams through which to distribute funding:

Indigenous Capacity Support
Regulatory Policy Dialogue
Engagement and Collaboration Support

Importantly, none of the funding opportunities from the ISCF are tied to specific projects. The goals of the ISCF are to increase capacity of knowledge around nuclear activities, technologies, and regulatory processes and foster more meaningful and informed collaboration with key Indigenous Nations and communities and public stakeholders.

Indigenous and Stakeholder Capacity Fund budget

The following table presents the approved budget for the ISCF program up to 2027-28. Currently, authorities and funding are for a period of 6 years, starting in fiscal year 2022–23.

Table 10: ISCF program funding for the next 6 fiscal years
	Year 1	Year 2	Year 3	Year 4	Year 5	Year 6	Total
Fiscal Year	2022–23	2023–24	2024–25	2025–26	2026–27	2027–28
Grants	$200,000	$300,000	$600,000	$600,000	$600,000	$600,000	$2,900,000
Contributions	$1,400,000	$2,020,000	$3,185,000	$3,185,000	$3,185,000	$3,185,000	$16,160,000
Total	$1,600,000	$2,320,000	$3,785,000	$3,785,000	$3,785,000	$3,785,000	$19,060,000

In 2023‑24, 64 initiatives supporting 30 individual recipients were funded, and a total of $4,579,835.39 was awarded over multiple years.

Out of a budget of $2.320,000, $1,844,008.13 was spent:

$104,139.16 in grants
$1,739,868.97 in contributions

For FY 2024–25, it is anticipated the entire budget of $3,785,000 will be awarded as the program ramps up.

Investments in information management and technology

The CNSC aims to be an open, digital and evidence-based organization that embraces technological change to ensure modern, effective and secure interactions with licensees, Indigenous Nations and communities, the public and other stakeholders.

Table 11 lists the major active investments in information management and information technology for 2023–24:

Table 11: Overview of major information management and technology investments
Major information management / information technology initiative	Project outcomes	2023–24 investment
Digital workspace and replacement of operations’ legacy systems (Microsoft 365 /SharePoint)	As part of the CNSC's Digital Transformation, Microsoft 365 provides a suite of applications that aim to increase the CNSC's collaboration in a hybrid working environment and to increase business process efficiencies. This initiative will also develop applications and data management capabilities that replace Operations’ legacy systems by March 31, 2025.	$4M (includes O&M and salary)
Government of Canada Secure Infrastructure	This project will add a secure network channel to communicate sensitive information with key stakeholders and partners. This project is supported by Shared Services Canada and is on target to be completed by December 29, 2023.	$2.8M (includes O&M and salary)
Web modernization (technology only)	This project will upgrade the CNSC’s website, adopting the Government of Canada's web standards and strengthening cyber security by December 29, 2023.	(included in the Digital Workspace investment)
Cyber security and cloud development and operations	Upon completion, this project will protect, monitor and manage the CNSC’s information and data through the design and deployment of secure cloud services. It will also implement government best practices to operate and provide services effectively and manage risk.	$1.1M
Wi-fi upgrade for site and regional offices	This project will enable site and regional offices to connect wirelessly with CNSC staff and partners.	To be determined
Human resources systems replacement	This project will replace current HR systems to enable management self-service and employee engagement by leveraging the Digital Workspace investment.	To be determined

Section 3: What the CNSC does

The CNSC is mandated with protecting health, safety, security of persons and the environment; implementing Canada’s international commitments on the peaceful use of nuclear energy; and disseminating objective scientific, technical and regulatory information to the public. This mandate is carried out through the development of a regulatory framework, licensing and compliance regime, as well as transparent Commission proceeding processes.

CNSC processes

The CNSC’s day-to-day work is conducted through a hierarchy of integrated processes, sub-processes and activities. The flow of work often crosses functional boundaries and involves staff from multiple divisions, directorates, branches, and at times different departments and agencies.

As shown in the following diagram and as described in the following sections, the 3 core regulatory processes are:

Managing the regulatory framework
Managing licensing and certification
Assuring compliance

Table 12: CNSC core regulatory process

Management Processes

Direct and manage the organization
Manage communications and stakeholder engagement
Evaluate and improve performance
Manage processes

Core Processes

Manage the regulatory framework

Administer the Nuclear Safety and Control Act
Establish and maintain regulations and regulatory documents
Establish and maintain domestic and international arrangements
Disseminate scientific, technical and regulatory information
Conduct regulatory research

Manage licensing and certification

Assess applications
Make licensing and certification decisions

Assure compliance

Plan compliance activities
Verify compliance
Enforce compliance
Report on compliance

Enabling Functions

Human resource management
Legal Services
Regulatory Affairs services
Occupational health and safety services
Learning and development
Physical resources
Finance
Information management
Procurement and contracting
Information technology

Managing the regulatory framework

In managing the regulatory framework, the CNSC is responsible for administering laws and regulations, policies and directives. The Regulatory Policy Directorate’s goal is to provide Canadians and the licensed community with a clear and pragmatic regulatory framework for the regulation of nuclear activities, facilities, and substances in Canada.

The CNSC’s regulatory framework consists of acts passed by Parliament that govern the regulation of Canada's nuclear industry, and regulations, licences, certifications and regulatory documents that the CNSC uses to regulate the industry. The CNSC takes a consultative approach to managing and improving the framework, which actively involves the Commission members, CNSC experts, industry, Indigenous groups, and the public.

One of the principal tools used to manage the regulatory framework is the CNSC’s Regulatory Framework Plan. This plan is developed within the context of broader federal policy setting (i.e., Natural Resources Canada sets the overarching nuclear waste policy for Canada) and is in place to ensure that the CNSC continues to provide the information required to achieve clarity of requirements.

The Regulatory Framework Plan is developed and managed in consultation with the CNSC’s Regulatory Framework Steering Committee. Executing the plan takes a whole-of-CNSC analysis of current and planned published requirements and guidance in the context of ongoing changes in the nuclear industry.

Managing licensing and certification

Managing licensing and certification is a process involving the issuance of licences and certificates to ultimately regulate persons and organizations that conduct activities involving nuclear energy, nuclear substances, prescribed information or prescribed equipment to prevent unreasonable risk.

Once issued, licences and certificates establish specific terms and conditions of what, where, how and by whom nuclear-related activities may be carried out and provide assurance that the CNSC can track and account for all nuclear materials in Canada from “cradle to grave”.

Licences and certificates are managed for each nuclear industry sector through classes of licences and certificates established by the Commission. Each licence includes conditions that require the licensee to ensure that qualified personnel carry out the licensed activities and give adequate provision for the protection of the environment, the health and safety of persons and the maintenance of obligations with respect to national and international security.

Assuring compliance

This process provides assurance to the CNSC and to Canadians that all licensees and other individuals or corporations that are subject to the NSCA demonstrate acceptable safety performance, and continually comply with regulatory requirements and licence conditions as established during the licensing and certification process. This includes meeting obligations related to emergency preparedness.

The pursuit of regulatory excellence requires that the CNSC’s core regulatory processes and supporting sub-processes and activities provide clarity with respect to:

Business requirements or expectations to be met
Defined activities and tasks to be completed
Resources capable of doing the required work
The assignment of a manager responsible for
ongoing management and oversight.

Complacency or the acceptance of underperformance in the CNSC’s core processes jeopardizes the Commission’s success and ability to meet the Strategic Outcome of safe and secure nuclear installations and processes used solely for peaceful purposes and public confidence in the nuclear regulatory regime’s effectiveness.

Senior executives and directors general are delegated responsibility for the development, improvement, implementation and maintenance of our core regulatory processes and supporting sub-processes. When acting in this capacity, the senior managers are referred to as process owners. Process owners are selected based on their knowledge of the assigned process and their understanding of how each needs to interact with other processes.

Regulatory regime

Regulatory framework

The CNSC’s regulatory philosophy involves the following roles:

The CNSC is responsible for regulating and verifying licensee compliance with the NSCA and its associated regulations, and international obligations.
Licensees are responsible for safe operation by protecting health, safety, security and the environment, and respecting Canada’s international commitments.
The CNSC and licensees are responsible for regular, clear communication and information to Indigenous groups and the public.

The information contained within the regulatory framework falls into 2 broad categories:

Requirements are mandatory. Licensees or applicants must meet these requirements to obtain or retain a licence or certificate to use nuclear materials or operate a nuclear facility.
Guidance on requirements provides direction to licensees and applicants on how to meet the requirements. This guidance also gives more information about approaches that applicants or licensees may adopt to address specific problems or data during licence application reviews. Licensees are expected to review and consider guidance; if the recommendations are not being followed, the licensees should explain how the alternative approach they have chosen still meets regulatory requirements.

The CNSC has a comprehensive and robust regulatory framework, with the goal of providing regulatory instruments that ensure clear expectations. These expectations must be adapted over time, based on experience and in anticipation of an evolving nuclear industry.

Legislation that impacts the CNSC

**Figure 17: Regulatory Framework Overview: Legislation**

The NSCA and its associated regulations came into force in 2000. It establishes the legal framework for the Commission, its authority, and responsibilities and allows the CNSC to make regulations. The NSCA also establishes the power to issue licences, to conduct inspections, and to enforce regulations.

The CNSC also works with the Impact Assessment Agency to conduct environmental assessments under the Impact Assessment Act, implements Canada's bilateral agreement with the International Atomic Energy Agency (IAEA) on nuclear safeguards verification, and strengthens the compensation and civil liability regime for damages that result from a nuclear accident under the Nuclear Liability and Compensation Act.

In addition to the NSCA, other federal acts may apply to the nuclear facilities and activities in Canada. Some of the more important pieces of legislation include:

Canada Labour Code
Nuclear Fuel Waste Act
Nuclear Energy Act
Nuclear Liability and Compensation Act
Radiation Emitting Devices Act
Impact Assessment Act
Financial Administration Act
Fisheries Act
Species at Risk Act
Navigation Protection Act
Transportation of Dangerous Goods Act
Migratory Birds Convention Act
Explosives Act

The CNSC’s regulations

**Figure 18: Regulatory Framework Overview: Regulations**

Under the NSCA, the Commission has made regulations with the approval of the Governor in Council. Regulations set information requirements for all types of licence applications and obligations and provide for exemptions from licensing. Regulations are in place to govern the management and conduct of the Commission's affairs.

Regulations can be categorized under 3 types:

Facilities and uses
Regulations of general application
Regulations about conduct of CNSC business.

Facilities and uses

Class I Nuclear Facilities Regulations
Class II Nuclear Facilities and Prescribed Equipment Regulations (currently being amended)
Uranium Mines and Mills Regulations
Nuclear Substances and Radiation Devices Regulations (currently being amended)

Regulations of general application

General Nuclear Safety and Control Regulations (currently being amended)
Radiation Protection Regulations
Nuclear Security Regulations (to be repealed and replaced)
Packaging and Transport of Nuclear Substances Regulations, 2015 (may be amended this year with the Nuclear Substances and Radiation Devices Regulations)
Nuclear Non-Proliferation Import and Export Control Regulations (currently being amended)
Administrative Monetary Penalties Regulations

Regulations about conduct of CNSC business

Canadian Nuclear Safety Commission Cost Recovery Fees Regulations
Canadian Nuclear Safety Commission Rules of Procedure
Canadian Nuclear Safety Commission By-laws

Licences, licence conditions and certificates

**Figure 19: Regulatory Framework Overview: Licensing and Certifications**

Licensing and certification activities are central to fulfilling the CNSC’s mandate. The Commission establishes certificates and classes of licences to manage each nuclear sector, and these regulatory instruments are reflected in the regulations.

Licences and certificates are an important part of the regulatory framework. The contents of these documents are developed and revised by the Regulatory Operations Branch, and this information is then clarified and expanded upon by the regulatory documents and standards.

The CNSC assesses applications for licences, and the Commission has the authority to authorize the issuance of a licence if the applicant is deemed to be capable of operating safely. Certificates are issued to indicate that a nuclear device, person working in the nuclear sector, or a transportation package meets specific requirements.

Licensees are required to comply with all applicable regulatory requirements, including licence conditions that are set out in licence conditions handbooks, which are issued for each licensee and provide further explanation of licence conditions.

Regulatory documents and standards

Regulatory documents provide clarity about the requirements in regulations and guidance on how requirements may be met.

The CNSC’s current catalogue of regulatory documents was established in 2013 and is structured into 3 broad categories, as follows:

The first provides information specific to different regulated facilities and activities, generally in the form of guidance on applying for a licence.
The second provides requirements and guidance in specific technical areas according to the Safety and Control Area Framework that is used in licensing and compliance.
The third covers all remaining areas warranting clarity through the regulatory framework, such as reporting requirements and public and Indigenous engagement.

Under these 3 categories there are 26 series of documents, each with a number of regulatory documents on the general topic of the series. For example, series 2.7, Radiation Protection, contains REGDOC-2.7.1, Radiation Protection, and REGDOC 2.7.2, Dosimetry. After a few years of development, the series of documents are now robust – new regulatory documents have been created where necessary, and most of the older documents that predated the establishment of the current regulatory framework structure have been reviewed and updated.

The regulatory framework also refers, where appropriate, to standards such as those from the CSA Group. Managing the regulatory framework includes coordinating work by CNSC staff on writing and revising CSA standards and liaising with the CSA Group through the Nuclear Standards Steering Committee.

The regulatory framework is informed by IAEA standards and guides. The CNSC has representatives on all standards and guideline development committees within the GSA Group’s nuclear standards program and the IAEA.

Licensing and certification

Licensing and certification activities are central to fulfilling the CNSC’s mandate. The tribunal establishes certificates and classes of licences to manage each nuclear sector, and these regulatory instruments are reflected in the regulations.

Licensing

Section 26 of the NSCA describes activities that are prohibited unless carried out in accordance with a licence. The NSCA gives the tribunal the power to grant licences for these activities and the power to amend, renew, suspend, or revoke those licences.

The objective of licensing is to ensure that regulated parties are qualified to carry out the licensed activities, and that adequate provision is made for the protection of the environment and the health and safety of persons, and for the maintenance of Canada’s domestic and international obligations. Each licence includes the conditions with which the licensee must comply while undertaking the respective licensed activities. In some cases, the criteria that staff will use to verify compliance are captured and maintained in a separate licence conditions handbook.

Certification

The NSCA and the regulations under it include formal regulatory requirements for the certification of people to carry out prescribed duties, for the design of prescribed equipment, and for the packaging and transport of nuclear substances in Canada. Each certificate sets out the applicable regulatory requirements.

Certification of prescribed equipment confirms that the prescribed equipment is safe to use, that adequate measures are in place to protect the environment, the health, safety and security of persons, and national security, and that the design meets international requirements. Prescribed equipment includes radiation devices, Class II prescribed equipment, and transport packages, and requirements for certification are set out in the regulations.

The CNSC certifies exposure device operators. Licensees are required under the NSCA to permit only CNSC-certified personnel and supervised trainees to use exposure devices containing nuclear substances.

All licensees that operate Class II nuclear facilities or that service Class II prescribed equipment must have a certified radiation safety officer (RSO) and a qualified temporary replacement. The RSO ensures that licensed activities are conducted safely and that all regulatory expectations are met.

Pre-licensing and pre-certification engagement

The CNSC gives applicants the option to engage in pre-licensing or pre-certification activities to facilitate discussion between stakeholders, the CNSC and any other relevant government bodies prior to submitting a licence or certificate application. These interactions can help applicants gain an understanding of regulatory processes and requirements, while also allowing for early identification and resolution of potential regulatory or technical issues. Pre-licensing and pre-certification activities can only inform a licensing or certification process; they do not result in issuance of a licence or certificate under the NSCA.

Vendor design reviews

A type of pre-licensing activity offered and conducted by the CNSC, particularly for SMR and/or advanced reactor technologies, are vendor design reviews (VDR). A VDR is an optional feedback mechanism that enables CNSC staff to provide feedback early in the design process based on a vendor’s reactor technology. The assessment is completed by the CNSC at the request of the vendor. An application by a vendor for a review is not an application for a licence to prepare a site or to construct or operate a nuclear power facility and is not an indication of intent to proceed with a project. This review does not certify a reactor design or involve the issuance of a licence under the NSCA, and it is not required as part of the licensing process. The conclusions of any design review do not bind or otherwise influence decisions made by the Commission.

Protecting the environment

Environmental protection is a shared federal–provincial responsibility. The CNSC cooperates with other jurisdictions and departments and, where appropriate, enters into formal arrangements to protect the environment more effectively and to coordinate regulatory oversight. The CNSC requires that the environmental effects of all nuclear facilities or activities be considered and evaluated when licensing decisions are made.

Assessing applications

When the CNSC receives an application or letter of intent for a new licence or certificate, or for an amendment to or a renewal of an existing licence or certificate, CNSC staff prepare to assess the submission. The intent of the assessment is to confirm the applicant’s ability to meet the regulatory requirements associated with the proposed design or activity.

This may include review of the applicant’s corporate status, financial viability, and environmental assessment plans (or results) in accordance with the applicable legislation. In addition, the technical assessment includes verifying the applicant’s capability to meet safety, design, engineering and other technical requirements; confirming that the applicant has the required programs, processes and qualified staff to support the activities to be licensed; and considering the applicant’s compliance history, if applicable. As part of the assessment, CNSC staff review any regulatory documents and industry standards referenced by the applicant in support of the application. These referenced items become part of the licensing basis when cited in the licence application or its supporting documentation, or when directly referenced in a licence.

An application must demonstrate that proposed safety and control measures will meet or exceed CNSC expectations. The flexibility of the regulatory framework allows applicants to propose alternatives to the recommended approaches for achieving the intent of requirements. In such a case, the proposed means of meeting the requirement(s) must be demonstrated with supporting evidence. CNSC staff then consider all applicable guidance when evaluating the adequacy of the case, and the Commission makes the final decision as to whether requirements have been met.

Making licensing and certification decisions

Licensing decisions include the issuance, refusal, amendment, renewal, suspension, revocation, replacement or transfer of a licence. Certification and decertification are determined by way of certification decisions.

The tribunal is the overall decision-making authority for all licensing matters. For decisions related to some low-risk facilities or activities, the tribunal delegates its decision-making authority to certain members of staff referred to as designated officers. The tribunal may re-examine and amend delegated decisions at any time. For more risk-significant facilities and activities, decisions are made by the tribunal.

If the tribunal deems it to be in the public interest, licensing decisions involve public hearings before the tribunal. Proceedings are open to the public and webcast live on the CNSC website, and the webcasts are archived on the website for a minimum of 3 months.

Financial guarantees

All licensees are responsible for safely carrying out the nuclear activities authorized under their licences, from the issuance of the licence up to and including safe termination of the licensed activities. A financial guarantee ensures there are funds available for the safe termination of licensed activities when the licensee is unable to carry this out. Licensees are required to provide a financial guarantee to the CNSC. Rather than setting aside specific funds or financial instruments, licensees can opt to pay an annual financial contribution to comply with financial guarantee requirements. Non-fee paying licensees such as hospitals, universities and government departments must acknowledge their financial liability but they do not have to set aside any specific funds or financial instrument, or pay an annual financial contribution to the CNSC to meet their financial guarantee obligations. They are supported by federal, provincial or municipal governments, which are expected to assume the cost for safe termination of their licensed activities.

Safety and control areas

Safety and control areas (SCAs) are the technical topics CNSC staff use across all regulated facilities and activities to assess, evaluate, review, verify and report on regulatory requirements and performance. This framework is used throughout CNSC’s core processes.

The 14 SCAs are presented in comprehensive frameworks that are grouped into 3 primary functional areas (management, facility and equipment, and core control processes), as shown in the following table.

Specific areas define the individual SCAs and serve as a list of options that can be selected, as deemed appropriate, by line management for each of the regulated facilities or activities. These specific areas will enable improved communication internally as well as externally, with licensees, the Commission, and the public.

Table 13: Summary of Safety and Control Areas and definitions
Functional area	Safety and control area	Definition
Management	Management system	Covers the framework that establishes the processes and programs required to ensure an organization achieves its safety objectives, continuously monitors its performance against these objectives, and fosters a healthy safety culture
	Human performance management	Covers activities that enable effective human performance through the development and implementation of processes that ensure a sufficient number of licensee personnel are in all relevant job areas and have the necessary knowledge, skills, procedures and tools in place to safely carry out their duties
	Operating performance	Includes an overall review of the conduct of the licensed activities and the activities that enable effective performance
Facility and equipment	Safety analysis	Covers maintenance of the safety analysis that supports the overall safety case for the facility (safety analysis is a systematic evaluation of the potential hazards associated with the conduct of a proposed activity or facility and considers the effectiveness of preventive measures and strategies in reducing the effects of such hazards)
	Physical design	Relates to activities that impact the ability of structures, systems and components to meet and maintain their design basis given new information arising over time and taking changes in the external environment into account
	Fitness for service	Covers activities that impact the physical condition of structures, systems and components to ensure that they remain effective over time (this area includes programs that ensure all equipment is available to perform its intended design function when called upon to do so)
Core control processes	Radiation protection	Covers the implementation of a radiation protection program in accordance with the Radiation Protection Regulations (the program must ensure that contamination levels and radiation doses received by individuals are monitored, controlled and maintained as low as reasonably achievable)
	Conventional health and safety	Covers the implementation of a program to manage workplace safety hazards and to protect workers
	Environmental protection	Covers programs that identify, control and monitor all releases of radioactive and hazardous substances and effects on the environment from facilities or as the result of licensed activities
	Emergency management and fire protection	Covers emergency plans and emergency preparedness programs that exist for emergencies and for non-routine conditions (this area also includes any results of participation in exercises)
	Waste management	Covers internal waste-related programs that form part of the facility’s operations up to the point where the waste is removed from the facility to a separate waste management facility (this area also covers the planning for decommissioning)
	Security	Covers the programs required to implement and support the security requirements stipulated in the regulations, the licence, orders, or expectations for the facility or activity
	Safeguards and non-proliferation	Covers the programs and activities required for the successful implementation of the obligations arising from the Canada/International Atomic Energy Agency (IAEA) safeguards agreements, as well as all other measures arising from the Treaty on the Non-Proliferation of Nuclear Weapons
	Packaging and transport	Covers programs for the safe packaging and transport of nuclear substances to and from the licensed facility

Licensee reporting obligations

The CNSC’s regulatory documents set out the requirements and guidance of the CNSC for reports, notifications and filing of specific records to the CNSC by licensees of nuclear facilities.

Licensees are required to report to the CNSC using event reports for situations or events of higher safety significance and that may require short-term action by the CNSC. They are also required to submit routine scheduled reports on various topics that are required for longer-term compliance monitoring.

Licensees must provide notification of certain normal business activities and file specific records with the CNSC in accordance with the NSCA and the regulations made under it.

Compliance

Under the NSCA and its associated regulations, the CNSC can take various levels of regulatory action to correct non-compliance by a licensee and to protect the health, safety and security of Canadians and the environment. Assuring compliance with legislation, regulations and licensing requirements is one of the CNSC's core business processes and is carried out through compliance verification and enforcement. These activities enable the CNSC to provide assurances to Canadians of the continuing compliance and safety performance of licensees.

Verifying compliance

Licences establish specific terms and conditions concerning what, where, how and by whom nuclear-related activities may be carried out. They also enable the CNSC to track and account for all nuclear materials in Canada from cradle to grave. This broad spectrum of oversight provides the foundation for verifying compliance, which includes planning and carrying out activities to verify the extent of compliance, enforcing compliance and reporting on compliance.

To facilitate improved communication around regulatory requirements and performance, the tribunal established a framework of SCAs that maps the licensed activities to the technical topics used to assess, evaluate, review, verify, and report on compliance.

The CNSC has developed a set of minimum compliance verification activities that are to be performed annually.

Planning compliance verification activities

The CNSC’s compliance planning process ensures that compliance verification activities are planned in a systematic and risk-informed manner. Compliance verification work plans are prepared annually, outlining the scope, scheduling, resourcing and timeframe(s) for the verification activities to be undertaken for the next compliance cycle for a particular licence or class of licence. In addition, compliance verification work plans are developed based on the ongoing review of previous compliance history and operational information. Once approved, any changes that have been proposed for compliance verification work plans during the course of the given year are evaluated and documented using a risk-informed approach. Progress reviews are conducted periodically to monitor the status of the compliance verification work plan.

Verifying extent of compliance

As soon as a licence or certificate is issued, CNSC staff take steps to proactively influence compliance awareness. Licensees who are engaged in open communication with the CNSC typically have a clearer understanding of requirements and a better compliance record.

After issuing a licence or certification, the CNSC regularly inspects operational activities and reviews licensee documentation to verify compliance with regulatory requirements. The frequency, scope, type and depth of compliance verification activities are risk-informed. Where our regulatory oversight might overlap with that of other regulatory bodies, the CNSC coordinates its verification activities to optimize efficiency.

Reporting on compliance

The CNSC reports on the results of compliance verification and enforcement activities to the Commission, the public, licensees, the Government of Canada, the IAEA, and other stakeholders. Reports are based on our independent evaluation of compliance and licensee performance, and include such reporting vehicles as event initial reports and regulatory oversight reports. Most compliance reports are available to the public.

Enforcement

Regulatory requirements are the obligations that must be met in order to conduct authorized activities. It is the responsibility of regulated persons or organizations to maintain compliance. CNSC views compliance as conformity with the requirements of the NSCA, regulations made under the NSCA, and any licences, decisions, certificates and orders issued by the CNSC.

Enforcement includes all activities to compel a licensee back into compliance and to deter further non-compliance with the NSCA, the regulations made under the NSCA, and any licences, decisions, certificates and orders issued by the CNSC. It is the responsibility of the CNSC to verify and enforce compliance.

The CNSC uses a systematic, risk-informed, graded approach when applying resources to oversee licensed activities and verify compliance with regulatory requirements. With the graded approach, elements such as the level of analysis, depth of documentation, and scope of actions necessary to verify compliance with requirements are commensurate with considerations such as: relative risks to health, safety, security, and the environment; whether there is any implication for Canada’s international obligations; and particular characteristics of the given nuclear facility or licensed activity.

The CNSC has established an integrated set of tools for influencing compliance awareness and responding to non-compliance. With this approach, CNSC staff are able to choose the appropriate instrument or combination of instruments to address the issues raised in any specific situation. The following table illustrates how the components of the CNSC’s graduated enforcement strategy fit together.

Table 14: Tools for applying the graduated enforcement strategy

Anytime

Influence Compliance Awareness (ongoing)

Outreach
Discussions, Meetings, and Letters (DMLs)
Recommendations

After Non-Compliance

Respond to Non-compliance

Notice of Non-Compliance (NNC)
Warning Letter
Increased Regulatory Scrutiny
GNSCR 12(2) Request
Order
Administrative Monetary Penalty (AMP)
Licensing Action
Decertification
Prosecution

With respect to licensing actions, and in accordance with section 25 of the NSCA, the tribunal may, on its own motion, renew, suspend in whole or in part, amend, revoke or replace a licence.

Regulatory oversight reports

Regulatory oversight reports (RORs) are information reports prepared by CNSC staff for the tribunal. They present the results of CNSC compliance activities and assessment of licensees’ safety performance. They are completed for the entire nuclear fuel cycle; and are usually presented annually to the Commission through public Commission proceedings. Staff use RORs to publicly report their evaluation of how well CNSC-licensed facilities and activities are meeting regulatory requirements and program expectations, through the comprehensive review of licensing, certification, and compliance verification and enforcement activities. Indigenous/public engagement and other matters such as Issues and emerging changes in regulations are also highlighted. RORs also provide details of recent CNSC staff activities to verify the safety and protection of people and the environment.

Currently, RORs are presented to the tribunal addressing the following topics:

nuclear power plants (annually)
Canadian Nuclear Laboratories sites (annually)
uranium and nuclear substance processing facilities (annually)
nuclear research reactors and Class 1B particle accelerator facilities (every 3 years)
uranium mines and mills (annually)
historic and decommissioned mines and mills (every 3 years)
use of nuclear substances (annually)

To ensure the ongoing safe maintenance of Canada’s nuclear power industry, CNSC staff continuously monitors and assesses the performance of licensed facilities to ensure that they are in compliance with regulations and licence conditions. The cumulative results of these findings are recorded in regulatory oversight reports.

The CNSC encourages the general public and Indigenous Nations and communities to comment on these reports, particularly by offering funding opportunities through its funding programs for individuals or groups to review the report and participate in Commission meetings.

Regulatory oversight report for Canadian nuclear power plants

This ROR describes the regulatory oversight and safety performance of nuclear power generating sites, consisting of nuclear power plants and their associated waste management facilities.

Regulatory oversight report for Canadian Nuclear Laboratories sites

This ROR describes the regulatory oversight and safety performance of sites licensed to and operated by Canadian Nuclear Laboratories.

Regulatory oversight report for uranium and nuclear substance processing facilities

This ROR describes the regulatory oversight and safety performance of uranium and nuclear substance processing facilities in Canada. Every 3 years, this report includes nuclear research reactors, and going forward, Class 1B particle accelerators facilities (the latter were previously reported every 3 years in the ROR on the use of nuclear substances).

Regulatory oversight report for uranium mines and mills

This ROR describes the regulatory oversight and safety performance of Canada’s uranium mines and mills. Every 3 years, this report includes historic and decommissioned mine sites in addition to the sites in operation.

Regulatory oversight report on the use of nuclear substances

This ROR describes regulatory oversight and the safety performance of licensees using nuclear substances in medical, industrial and commercial applications, as well as for academic and research purposes. It also includes select waste nuclear substance licensees that are not reported in other RORs and are regulated by the Directorate of Nuclear Cycle and Facilities Regulation.

Environmental reviews

The CNSC assesses the environmental effects of all nuclear facilities or activities at every phase of their lifecycle. This assessment is based on the scale and complexity of the environmental risks associated with the facility or activity.

Depending on the location of the project and its design, it may be subject to one or more different types of reviews and assessments:

Integrated impact assessments
Federal lands assessments
Environmental protection reviews under the http://laws-lois.justice.gc.ca/eng/acts/N-28.3/NSCA
Federal environmental assessments continuing under the former federal legislation, such as the Canadian Environmental Assessment Act, 2012 (CEAA 2012, external), and/or
Environmental assessments under provincial regimes and land claim agreements

Early in the process, CNSC staff determines which environmental review applies by reviewing the information provided by the applicant or licensee in their application and supporting documentation. The CNSC ensures that the public has an opportunity to participate in the environmental review, and Indigenous consultation activities are integrated in the environmental assessment process to the extent possible.

Impact assessments

The Impact Assessment Act (IAA,external) requires that federal assessments take into account the environmental, health, social, and economic effects, both positive and negative, of a proposed project. Impact assessments are to be conducted on projects identified as having the greatest potential for adverse environmental effects in areas of federal jurisdiction, as set out in the Physical Activities Regulations (external)made under the IAA; these are considered designated projects.

For nuclear designated projects, the Impact Assessment Agency of Canada (IAAC) leads the review and works in collaboration with the CNSC for the conduct of an integrated impact assessment. These projects involve assessments under both the IAA and the NSCA. The CNSC has a memorandum of understanding with the IAAC (external) that outlines their collaboration in conducting integrated impact assessments under the IAA.

Federal lands assessment

CNSC staff review licence applications to determine if the proposed activities are to be carried out, in whole or in part, on federal lands. Projects that are not listed in the Physical Activities Regulations (external) but that are proposed to be carried out on federal lands – and that require a CNSC decision – are subject to federal lands assessment under the IAA.

Where a proposed project is subject to the federal lands assessment provisions of the IAA, the tribunal must determine whether completion of the proposed project is likely to cause significant adverse environmental effects. The factors that the Commission must consider are set out in section 84 of the IAA.

Environmental protection reviews under the NSCA

An environmental protection review under the NSCA is conducted for projects not listed in the Physical Activities Regulations (external) under the IAA or for projects previously assessed under CEAA 2012 (or its predecessor CEAA 1992).

An environmental protection review is a science-based technical assessment conducted by CNSC staff. This is one of the licensing prerequisites set out in paragraph 24(4) of the NSCA, whereby the tribunal must be satisfied that the licensee will, in carrying on the proposed activity, make adequate protection for the environment and the health and safety of persons.

The Commission considers environmental protection review reports as part of its decision-making. Beginning in 2021, CNSC staff have been publishing environmental protection review reports on a regular cycle. These reports are published separately from specific licensing decisions, with summaries and full reports posted on the CNSC website and Canada’s Open Government Portal. An environmental protection review is also supported by additional information from research, annual environmental monitoring reports, environmental risk assessments, human health risk assessments, health studies, the CNSC’s Independent Environmental Monitoring Program, and the CNSC’s compliance verification activities.

Environmental assessments under CEAA 2012

The IAA replaced CEAA 2012 in 2019. However, under section 182 of the IAA, nuclear project applications that were received before the IAA came into force are still subject to the review process established under CEAA 2012. At the time of writing, there are still several projects undergoing federal environmental assessments (EAs).

An EA under the CEAA 2012 is a planning and decision-making tool. Its objectives are to minimize or avoid adverse environmental effects before they occur and incorporate environmental factors into decision making for designated projects. An EA under the CEAA 2012 considers the entire proposed lifecycle of a project. It includes information prepared by the applicant and CNSC staff, as well as comments received from Indigenous Nations and communities as well as the public.

Environmental assessments under provincial regimes and land claim agreements

Proposed nuclear projects that are not subject to the IAA may still fall under provincial EA legislation. For example, in many parts of northern Canada, such as Yukon, Northwest Territories, Nunavut, parts of Quebec, and parts of Newfoundland and Labrador, EA processes established under land claim agreements apply while the IAA does not.

In such cases, the CNSC acts as a technical advisor throughout the EA process but has no role in the EA decision. However, the Commission retains decision-making authority on licensing matters and uses the information gathered in the EA process to inform its licensing decisions under the NSCA.

When multiple jurisdictions are involved, these processes are harmonized as much as possible to reduce duplication and promote efficiency.

International affairs

Canada has a long and well-respected history of international collaboration in the interests of health, safety and security around the world. In the nuclear arena, and on Canada’s behalf, the CNSC has, and continues to call upon, its extensive experience as a nuclear regulator to promote and support global nuclear safety, security, and non-proliferation. This includes supporting the Government of Canada in its compliance with international conventions related to nuclear safety, security, and safeguards.

The CNSC has made being a leader and influencing global efforts a strategic priority and has developed an international strategy in this regard.

The CNSC’s International Strategy 2024–29

The CNSC’s mandate as described in the NSCA is to regulate 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.

Given its mandate, the CNSC not only operates in a national context as the federal nuclear regulator for Canada, but also within a global context of international obligations, standards and guidelines.

The CNSC’s international engagements are wide-ranging. They fulfill legal, treaty and government obligations and directly influence the development of standards while supporting the CNSC’s strategic priorities to be a modern, trusted, global and agile regulator.

The CNSC’s International Strategy is a 5-year plan intended to provide high‑level guidance on the organization’s priorities for participating in international engagements. In addition to this strategy, an annual organizational-level international engagement workplan will be developed every year with detailed insights into key international events and memberships requiring resource allocation for the fiscal year ahead. This complementary workplan will be developed in collaboration with key directorates during the annual planning cycle and within budgetary constraints. Each business lines may prioritize international engagement opportunities based on their operational needs, and to support career development, capacity building, or workforce retention.

The CNSC’s ultimate international goal is to leverage and influence global nuclear efforts relevant to Canadian interests and activities to enhance Canadian and international nuclear safety, security and non-proliferation. To work towards this goal, the CNSC has developed objectives that fall under 3 core themes: lead, collaborate and build.

Theme 1: Lead

Objective 1: To hold designated memberships and representation in international multilateral organizations and to be recognized as a world-class nuclear regulator to influence the development of international standards, practices and requirements

Objective 2: To enhance relationships with international nuclear regulators through active engagement with and leadership in multilateral organizations to contribute to the CNSC’s expertise and perspective on international safety practices

Activities

Nominate CNSC experts for International Atomic Energy Agency (IAEA) and Nuclear Energy Agency (NEA) committees and working groups to showcase the CNSC’s expertise and contribute to the development of common international safety practices.
Campaign for and obtain leadership positions in IAEA and NEA committees and working groups to influence the development of international safety standards, practices and requirements.
Support the Canadian government in fulfilling obligations under international conventions, such as the Convention on Nuclear Safety, the Joint Convention on the Safety of Spent Fuel Management and on the Safety of Radioactive Waste Management, and the Convention on the Physical Protection of Nuclear Material, through the preparation of reports, involvement in peer-review activities and participation at convention meetings
Contribute to effective international cooperation on nuclear safety, security and safeguards and further enhance the CNSC’s reputation as a world-class regulator by actively participating in the IAEA General Conference as key members of the Canadian delegation.
Contribute to the development of IAEA safety standards, guidance and technical documents to influence the adoption of high-quality regulatory practices
Actively participate in or lead IAEA peer review missions, such as the Integrated Regulatory Review Service, Emergency Preparedness Review Service, ARTEMIS integrated peer review service for radioactive waste, International Physical Protection Advisory Service, and Operational Safety Review Team, to share insights based on regulatory expertise

Theme 2: Collaborate

Objective 3: To collaborate with international nuclear regulators to improve international safety standards and enhance the CNSC’s regulatory framework

Activities

Proactively seek regulatory expertise from other nuclear regulators to enhance and improve the CNSC’s regulatory practices
Prioritize new or active nuclear cooperation agreements, administrative arrangements, memoranda of understanding, and memoranda of cooperation that are mutually beneficial
Actively participate in efforts related to international regulatory readiness for new technologies in order to share the CNSC’s experience and influence international regulatory readiness strategies
Contribute to efforts to harmonize regulatory practices and requirements (i.e., IAEA Nuclear Harmonization and Standardization Initiative) with the goal of improving regulatory efficiency and effectiveness at a global level
Host international regulatory delegations to Canada to maximize the value of in‑person collaboration and immersive knowledge sharing (resource dependent)

Theme 3: Build

Objective 4: To build strong relationships with aspiring nuclear countries to provide advice and expertise and to influence them to adopt IAEA safety standards and guidance.

Activities

Fully play role as Chair and contribute as a member of the Regulatory Cooperation Forum to assist aspiring nuclear countries
Contribute to multilateral initiatives, such as the IAEA Small Modular Reactor Regulators’ Forum, that will guide aspiring nuclear countries in developing safe nuclear programs
Host delegations from aspiring nuclear countries to support their development of safe nuclear programs by maximizing the value of in-person knowledge sharing (business-line resource dependent)

International engagement enables the CNSC to meet its strategic objectives and ultimately deliver on its mandate. The CNSC’s International Strategy acknowledges that the nuclear sector is evolving quickly. Although the strategy has a 5-year outlook, an annual organizational-level international engagement workplan will be developed as part of the CNSC’s planning cycle. It is important for the CNSC to have a strategic approach to ensure that its international engagement is aligned with wider organizational strategic priorities.

Section 4: Who the CNSC interacts with

Licensees

In upholding its mandate, the CNSC regulates and issues licenses for various aspects of nuclear energy and materials. Once a licence is issued, the company or corporation becomes a CNSC licensee. The CNSC's best-known licensees are those who operate nuclear power plants, but most of its licensees deal with nuclear substances. There are several major nuclear facilities operating across Canada; these include uranium mines and mines, uranium processing facilities, nuclear power plants, major nuclear substance processing facilities, and waste management facilities.

The following sections provide a list of the CNSC’s licensees. For a detailed overview of each licensee, please see appendix A.

Major licensees

Bruce Power
Cameco Corporation
Canadian Nuclear Laboratories (CNL)
New Brunswick Power
Ontario Power Generation (OPG)
Orano (predecessor Areva)

Power reactors

Bruce Nuclear Generating Station (Ontario)
Pickering Nuclear Generating Station (Ontario)
Darlington Nuclear Generating Station (Ontario)
Gentilly-2 nuclear facility (Quebec; no longer operating and being decommissioned)
Point Lepreau Nuclear Generating Station (New Brunswick)

Research facilities

Chalk River Laboratories (Ontario)
McMaster Nuclear Reactor (Ontario)
École Polytechnique (SLOWPOKE-2) (Quebec)
Saskatchewan Research Council (SLOWPOKE-2) (Saskatchewan)
Royal Military College of Canada (SLOWPOKE-2) (Ontario)

Uranium mines and mills

Cigar Lake Mine (Saskatchewan)
Key Lake Mill (Saskatchewan)
McArthur River Mine (Saskatchewan)
McClean Lake Mine and Mill (Saskatchewan)
Rabbit Lake Mine and Mill (Saskatchewan)

Nuclear substance and processing facilities

Best Theratronics Ltd. (Ontario)
Nordion (Ontario)
SRB Technologies (Ontario)
Shield Source Incorporated (Ontario)
Blind River Refinery (Ontario)
Port Hope Uranium Conversion Facility (Ontario)
Cameco Fuel Manufacturing Inc. (Ontario)
BWXT Nuclear Energy Canada Inc. Toronto (Ontario)
BWXT Nuclear Energy Canada Inc. Peterborough (Ontario)

Waste management

In Canada, 4 general classes of radioactive waste are used as the basis for a classification system:

Low-level radioactive waste
Intermediate-level radioactive waste
High-level radioactive waste
Uranium mine and mill tailings

Low-level radioactive waste

Best Theratronics Manufacturing (Ontario)
Blind River Refinery (Ontario)
BMX Technologies Manufacturing (Ontario)
Cameco Fuel Manufacturing (Ontario)
Greater Toronto Area (Ontario)
Nuclear Power Demonstration (Ontario)
Port-Hope Conversation Facility (Ontario)
Port Hope Long-Term Waste Management Facility (Ontario)
Port Granby Long-Term Waste Management Facility (Ontario)
Welcome Waste Management Facility (Ontario)

Intermediate-level radioactive waste

Chalk River Labratories (Ontario)
Darlington Waste Management Facility (Ontario)
Douglas Point Waste Management (Ontario)
Gentilly-2 (Quebec)
Nordion Manufacturing Facility (Ontario)
Nuclear Power Demonstration (Ontario)
Pickering Waste Management Facility (Ontario)
Radioactive Waste Operations Site 1 (Ontario)

High-level radioactive waste

Bruce Nuclear Generating Station (Ontario)
Chalk River Labratories (Ontario)
Darlington Nuclear Generating Station (Ontario)
Douglas Point Waste Management (Ontario)
Gentilly 1-Waste Management Facility (Quebec)
Gentilly -2 Nuclear Generating Station (Quebec)
Gentilly -2 Waste Management Facility (Quebec)
McMaster Nuclear Research Reactor (Ontario)
National Research Universal (Ontario)
Pickering Nuclear Generating Station (Ontario)
Pickering Waste Management Facility (Ontario)
Point Lepreau Waste Management Facility (New Brunswick)
Western Waste Management Facility (Ontario)
Whiteshell Labratories (Manitoba)

Industrial and medical facilities

The CNSC regulates nuclear substances in medical, industrial and commercial applications, as well as those used for academic and research purposes. The following list provides a breakdown of licences as of January 2023:

Medical – 443
Industrial – 1,205
Academic and research – 185
Commercial – 242
Dosimetry – 11

Government departments and agencies

Section 21(1)( a) of the NSCA empowers the CNSC to enter into arrangements with any regulatory agency or department of a government or any international agency. At the domestic level, these arrangements include administrative arrangements, letters of agreement, letters of understanding, memoranda of agreement, and memoranda of understanding (MOU).

These arrangements provide a framework for bilateral cooperation. Among other benefits, these arrangements assure participants of the security of information exchanged, and clarify responsibilities regarding visits and costs related to cooperation initiatives. Topics covered within the CNSC’s existing arrangements with other government departments and provinces (as outlined below) include environmental monitoring and assessments, nuclear emergency preparedness and response, and cooperation on policies, programs and projects.

The following sections provide an overview of existing domestic arrangements. All domestic arrangements are available on the CNSC’s external website.

Federal arrangements

The CNSC has several federal arrangements, including with:

Department of National Defence
Impact Assessment Agency of Canada
Transport Canada
Health Canada
Atomic Energy Canada Limited
Fisheries and Oceans Canada
Environment and Climate Change Canada
Centre for Security Science
National Research Council
Energy and Natural Resources Canada

Provincial arrangements

The CNSC has provincial arrangements with the following provinces:

Ontario
New Brunswick
Saskatchewan

Indigenous and stakeholder relations

Since 2009, the CNSC’s role has evolved far beyond just the legal duty to consult with Indigenous peoples. Following the Truth and Reconciliation Commission and its 94 calls to action, it became clear that the Government of Canada needed to build a renewed relationship with First Nations, Inuit and Métis peoples based on the recognition of rights, respect and partnership. In response, the CNSC has developed numerous policies, programs, and processes to advance reconciliation and foster the Crown-Indigenous Nation-to-Nation relationship. In September 2021, the Indigenous and Stakeholder Relations Division in RAB was created to fulfill 3 major roles for the CNSC:

Coordinate and conduct Indigenous consultation and engagement activities for all CNSC projects and regulatory activities
Coordinate the CNSC’s engagement funding programs to distribute capacity support to Indigenous Nations and communities and other stakeholders
Modernize and enhance the CNSC’s approach to building trust through relationships and risk communication with stakeholders

Indigenous consultation and engagement

As a federal agency and agent of the Crown, the CNSC supports, and is responsible for, discharging the Canadian Crown’s obligations to Indigenous Peoples in relation to the nuclear sector.

Section 35 of the Constitution Act, 1982 recognizes and affirms the existing Indigenous and treaty rights of the Indigenous Peoples in Canada, (i.e., the First Nations, Inuit and Métis peoples in Canada). The Crown, as represented by the federal, provincial and territorial governments, has a duty to consult Indigenous Peoples where contemplated conduct by the Crown has the potential to affect established or potential rights. CNSC licensing and environmental assessment decisions can potentially affect such rights and, since the CNSC acts as an agent of His Majesty, a CNSC regulatory decision or action may engage the duty to consult. The courts have affirmed the CNSC’s approach in this regard, and it is the practice of the CNSC, in its regulatory function, to consult and engage with Indigenous Nations and communities with a view to upholding the honour of the Crown and advancing reconciliation any time there is interest by Indigenous organizations in Commission activities.

Licensing activities and hearings

ISRD is responsible for managing and implementing the CNSC’s policies and approaches to consultation and engagement. For example, ISRD is responsible for the implementation of REGDOC-3.2.2, Indigenous Engagement, and working with licensing divisions and CNSC licensees to ensure that they are meeting the CNSC’s expectations regarding Indigenous engagement. The team provides briefings to the Commission on the CNSC’s Indigenous engagement activities, prepares sections of Commission member documents related to Indigenous engagement or consultation activities, presents at the hearings as subject matter experts, and coordinates with federal, provincial and territorial government counterparts to ensure a consistent, whole-of-government approach to Indigenous engagement and consultation for any nuclear project.

ISRD is also responsible for leading and coordinating the tracking and follow-up and reporting of issues, concerns and requests raised by Indigenous Nations and communities as part of their interventions or submissions to the Commission and CNSC staff. This is ongoing, collaborative work aimed at building relationships and trust over the long-term. In addition, ISRD is the lead CNSC participant in Government-wide interdepartmental working groups and forums with regard to the development of Indigenous consultation and engagement policy. This includes staying abreast of current and emerging case law to ensure that the CNSC’s policies and approaches are in line with current expectations, policies and best practices across the Government of Canada. Finally, ISRD leads the coordination and collaboration with IAAC concerning efficient and effective approaches to Indigenous consultation and engagement for any integrated impact assessments for nuclear projects.

Reconciliation policy work

The CNSC has made progress and has completed a number of key actions to advance reconciliation, such as establishing the Indigenous and Stakeholder Capacity Fund, publishing an Indigenous Knowledge Policy Framework, and the creation of a CNSC Indigenous Employee Network. Other ongoing actions include establishing an Indigenous advisor for the executive team, enhancing employee cultural competency training, and assessing additional opportunities to involve Indigenous Nations and communities in CNSC environmental monitoring activities and observations of compliance activities.

In addition, ISRD is working with Legal Services on monitoring the development and implementation of the UNDA, 2021 Action Plan and related action plan measures that were released in 2023 by the Government of Canada (led by the Department of Justice) that relates to the CNSC’s mandate including IAAC, NRCan and the CER’s approach to developing regulations to allow Indigenous governing bodies to have the authority to take on specific roles and authorities in the regulatory process, as well as those actions related to developing further guidance and procedures for implementing Free, Prior and Informed Consent in relation to the natural resource and energy sectors.

ISRD is also actively working on updating and modernizing REGDOC 3.2.2, Indigenous Engagement, which outlines the CNSC’s expectations and guidance for licensees and proponents with respect to their role in supporting the CNSC’s consultation obligations for their projects and operations. ISRD is also actively working with the Impact Assessment Agency of Canada to ensure there is alignment, collaboration and efficiencies with regards to meeting the Crown’s Duty to Consult and Accommodate obligations for any integrated assessment process under the Impact Assessment Act, 2019.

Funding programs

The CNSC has two major funding programs to assist with participation in CNSC processes: the Participant Funding Program (PFP) and the Indigenous and Stakeholder Capacity Fund (ISCF). Each of these programs serves a distinct purpose. The PFP provides funding for Indigenous Nations and communities and the public to participate in project-specific regulatory processes, while the ISCF provides broader capacity support for Indigenous Nations and communities and stakeholders to engage with CNSC on policies, processes, and activities outside of projects. CNSC staff anticipate that both funding programs will continue to be in high demand in the coming years. For more information on PFP and ISCF, please refer to the Grants and Contributions Program in section 2.

Stakeholder engagement

Trust is increasingly important in the CNSC’s work, especially with respect to risk communications. The research is clear that relationships are essential for people who trust and listen to or accept science-based information.

Stakeholder engagement is not synonymous with outreach. Where outreach involves sharing information and one-way dialogue, the foundation of engagement is relationships and trust building. Through fostering mutual trust with key stakeholders, the CNSC can ensure that the public actively engages with the information, programs, and policies we share. Staff are working to improve and expand upon current CNSC practices for project-specific outreach, which is undertaken and reported on to the Commission for all licensing activities and major projects.

The CNSC is at the infancy stage of developing a collaborative and partnership-based approach to public engagement. Nevertheless, it recognizes the significant progress made in establishing and maintaining relationships with Indigenous Nations and communities, and is modelling its approach to public engagement similarly.

ISRD continues to work toward building relationships with the public living near existing or proposed nuclear facilities, and is shifting toward a more collaborative and partnership-based approach to earn and maintain trust among these communities for the lifecycle of the facility.

Strategic Stakeholder Engagement Program proposal

To fulfill the goals of the Trust Strategy, ISRD is tasked with designing a Strategic Stakeholder Engagement Program proposal with temporary funding, to enhance the CNSC’s approach to trust-building through effective risk communications with stakeholders. Although the program proposal is currently before CNSC management for approval, one objective of the program is to provide strategic direction for CNSC stakeholder engagement in emerging high priority areas, such as potential new to nuclear host communities, through fostering dialogue and building relationships with key stakeholders. The second objective of the program proposal is to establish an internal center of expertise to support staff with new and ongoing engagement activities and relationship management with stakeholders and the public.

Environmental non-governmental organizations

The CNSC-ENGO Forum is one example where ISRD is working to build trust through relationships. ISRD administers and manages the CNSC-ENGO Forum, which currently has membership of 5 representatives of ENGOs (the Canadian Environmental Law Association, Northwatch, the Nuclear Transparency Project, Ottawa Riverkeeper and the Saskatchewan Environmental Society). Co-chaired by the CNSC’s Vice-President of RAB and the Founder of the Nuclear Transparency Project, the Forum meets quarterly to exchange information and ideas, and consider substantive and procedural issues of interest or concern, especially structural aspects related to how the CNSC undertakes nuclear regulatory matters. Importantly, the Forum offers a separate line of engagement from narrower project- or policy-specific opportunities for ENGOs to intervene before the Commission. The terms of reference for the ENGO Forum stipulates the President attend one meeting, each calendar year.

Nuclear host communities

ISRD is also in the early stages of developing a collaboration and relationship arrangement with the Canadian Association of Nuclear Host Communities (CANHC), which is a not-for-profit association that supports local governments by acting as a resource for all current, future, and interested nuclear host communities, while maintaining the best interests of their communities. ISRD is in the process of putting a structure in place to facilitate collaboration including surveys of new and emerging nuclear host communities to better understand constituent’s demographics and concerns, and to support CANHC in building capacity and knowledge on nuclear matters. ISRD is also supporting nuclear host communities in attending community fairs and events and setting up booths and radiation displays to expand on the nuclear dialogue with local industry, youth, women, and other members of their communities.

**Figure 24: ISRD staff supporting community events and fairs**

Section 5: Priorities and initiatives at a glance

SMR readiness plan

In Budget 2022, Finance Canada provided the CNSC with $50.7M over 5 years (45.5 direct and indirect FTEs) starting in 2022–23 and $0.5M ongoing (2.4 FTEs) to implement the organization’s SMR Readiness Plan^{Footnote 2}. The initiative includes 62 projects organized under the following 4 pillars:

Regulatory predictability: Optimizing the CNSC’s regulatory framework for SMR licensing and providing regulatory clarity to SMR proponents
Capacity and capability: Improving and expanding the CNSC’s technical capability
Policy and shared responsibility: Leveraging opportunities for efficiency, improvement, and harmonization across Canada’s domestic regulatory space
International collaboration: Strengthening existing international collaboration efforts and more strongly pursuing international harmonization goals.

The SMR Readiness Plan includes the establishment of the joint SMR Research Grants Initiative with NSERC. From the funding received, $12.7M in grants and $1.5M in O&M was transferred to NSERC. At this time, 29 projects proposed by academic researchers have been funded.

The CNSC has established memoranda of cooperation (MOC) with other regulators as part of the SMR Readiness Plan’s international collaboration efforts. These arrangements foster discussions regarding approaches taken to conduct technical reviews, support the dissemination of findings, and provide an important framework to collaborate on pre-application activities to ensure mutual preparedness. At this time, the CNSC has established MOCs with the U.S. NRC, UK Office of Nuclear Regulation, and Poland’s National Atomic Energy Agency.

Under the auspices of the Advanced Reactor Technologies – Small Modular Reactor Subcommittee, that is co-chaired at the DG level, the CNSC and USNRC have developed a strategic work plan, and over the past couple of years have enhanced cooperation on technical design issues, fuels, etc. This work will expand to cover the lifecycle of potential technology deployment across borders. In addition, a 5-party charter has been signed with Ontario Power Generation, the Tennessee Valley Authority, GE Hitachi, the U.S. NRC and the CNSC. This charter outlines objectives to work collaboratively on regulatory and safety issues in the licensing review of the BWRX-300 SMR design, to reduce duplication of licensing review efforts, jointly utilizing third party verification, identifying areas for collaborative verification, sharing expertise, and leveraging analysis done by each organization. These activities will be accomplished in a manner that supports each regulator’s adherence to national laws and regulations and is consistent with the MOC. The goal will be joint safety reviews and/or a risk-informed acceptance of the other regulator’s technical conclusions.

A robust governance structure for the SMR readiness project is in place. An SMR readiness hub that coordinates a matrix approach to project management and provides operational oversight and project control has been established within the Directorate of Advanced Reactor Technologies. Technical direction and oversight are provided by the SMR Leadership Committee (director-level) and the SMR Steering Committee (with EVP CROO and VP CSO decision makers, and DG DART as chair). Other committees, such as the OMC, New Build Technical Subcommittee, and MC are also briefed. The Executive Team is provided a monthly dashboard for information and enhanced support.

This governance structure is subject to an ongoing assurance strategy undertaken by IAEED to ensure the project is implemented in accordance with Treasury Board Requirements. An evaluation of the project’s governance structure was recently completed by the IAEED and found that the SMR readiness governance structure is appropriate and effective, and when benchmarked against similar regulators the CNSC was found to be best in class.

As of Q2 2023–24, 37/62 objectives had been initiated (60% of project). Planned versus actual spending, project risks, as well as immediate, intermediate, and ultimate projects results are being tracked on a quarterly basis. The CNSC has hired 32 individuals, and staffing actions are expected to continue into Q2 2023–24. Currently, 150+ CNSC staff are contributing to the project (directly or indirectly).

Establishing an SMR engagement strategy with Alberta

In recognition of the CNSC’s prioritization of and commitment to SMR readiness, an SMR engagement strategy is under development. This strategy will identify opportunities to engage key Alberta leaders in government and industry to establish relationships and a better understanding of the potential for SMR deployment and related activities in the province (i.e., impact assessment considerations). The engagement strategy will also ensure that the CNSC’s role, responsibilities, requirements, and processes are clear, and enable the CNSC to better understand any related plans, expectations and key issues of priority or concern from Alberta’s perspective. Overall, the information to be exchanged from engaging with the province and its key leaders will highlight any regulatory implications for the CNSC to address or be ready to address in the interests of the CNSC’s readiness efforts – specifically, those related to reviewing proposed SMR projects in Alberta and regulating any approved SMR projects.

Planning and situational awareness of the evolving nuclear sector

The CNSC recognizes that the nuclear sector is undergoing significant evolution. To maintain a holistic picture of the upcoming or potential work from industry (including new builds, mining, waste, etc.), the Corporate Planning Division, in collaboration with other groups across the organization, has developed a situational awareness tool that brings together various projects and highlights the scope and impact of future work. This includes, but is not limited to, impact assessment and environmental assessments. The tool is updated and provided quarterly to ET and may be used for strategic planning purposes or to prompt a dialogue with key partners.

In addition to the situational awareness tool, SPD has identified a need to adopt a planning horizon beyond the current 1- to 3-year outlook, to help the CNSC better prepare for the medium- to long-term future. Foresight will help the CNSC better understand whether its decisions and actions are robust enough to withstand different future scenarios resulting from change in the nuclear sector.

Reconciliation and long-term partnership building with Indigenous Nations

The CNSC’s approach to reconciliation focuses on establishing strong relationships through consistent and meaningful engagement and consultation, and on improving opportunities for Indigenous participation in decision making throughout the lifecycle of nuclear facilities and projects. In effort to advance reconciliation, the CNSC is working to formalize its approach to long-term engagement with Indigenous Nations and communities through terms of reference arrangements that set out a clear path forward for relationship building, ongoing communication and collaboration between the CNSC and interested Indigenous Nations and communities. To date, the CNSC has signed 9 (soon to be 10) terms of reference for long-term engagement with Indigenous Nations and communities and are actively negotiating 11 others. In total, the CNSC works with more than 52 Indigenous Nations and organizations representing over 100 different Indigenous communities in 9 regions of Canada.

The CNSC continues to implement its Indigenous Knowledge Policy Framework, which outlines its approach to working with, considering and reflecting Indigenous knowledge alongside regulatory information and western science in assessments and regulatory processes. As a component of the CNSC’s approach to reconciliation, CNSC staff are taking measures to better reflect Indigenous perspectives in regulatory and scientific activities. The CNSC is also working to improve Indigenous participation in decision making by expanding its funding opportunities for Indigenous peoples to reduce financial and capacity barriers through the Indigenous and Stakeholder Capacity Fund and the Participant Funding Program.

REGDOC-3.2.2, Indigenous Engagement, sets out requirements and guidance for CNSC licensees on working directly with Indigenous Nations, communities, and organizations. This document, which was first published in 2016, is currently under review to reflect latest requirements, expectations, best practices and policies with respect to consultation and engagement. To improve its collective Indigenous cultural competency and understanding of Indigenous culture, history and values, the CNSC is working to provide its employees with diverse training opportunities and conflict resolution tools inspired by traditional Indigenous healing circles.

Trust strategy

As an open and transparent regulator, the CNSC aims to build trust and partnerships with Indigenous Nations and communities and the public. The CNSC’s trust strategy was developed to re-orient, modernize and enhance the organization’s trust building initiatives.

Building trust with the public and Indigenous Nations and communities is directly connected to the CNSC’s mandate to disseminate clear, objective, scientific information. To advance its trust-building initiative, the CNSC is working toward 3 strategic pillars as identified in Generating Confidence: CNSC’s Trust Building Strategy:

Transform engagement
Promote CNSC independence
Modernize Commission proceedings

These pillars were developed to address the CNSC’s current challenges related to public trust, informed by scholarship on risk perception and stakeholder engagement, as well as the CNSC’s own public opinion research findings.

Innovation and disruptive, innovative, and emerging technologies

Over the past few years, the CNSC has witnessed a growing interest in the impact disruptive, innovative, and emerging technologies (DIET) may have on the nuclear industry. While technology always advances, what has changed is the increasingly rapid rate at which industry is adopting and deploying DIET. Sectors developing advanced reactor technology have identified potential efficiencies through DIET and there is evidence all sectors of the nuclear industry are quickly adopting DIET.

The CNSC defines DIET as follows:

Disruptive: Technologies that displace or radically reconfigure established technologies, significantly altering how organizations operate
Innovative: The use of new technology or modified strategies, capabilities, products, services, or processes
Emerging: Technologies under development or exploration for use in the near future

Licensees and applicants of nuclear facilities and technologies are already utilizing new and novel technologies, such as:

3D printers or adaptive manufacturing to make replacement parts and components
Camera mounted drones for inspections in difficult and/or unsafe locations
Application/software for storing maintenance history on phones and accessed on location
Medical isotopes developed locally by hospitals and at NPPs as well as medical isotopes being transported directly from reactor to health care facilities via drones

Founded in 2019, the DIET working group, lead by IRD in TSB, is the entry point to the CNSC for DIET initiatives (excluding SMRs). Serving a triage function, the DIET working group evaluates the technology readiness level of the DIET, such as artificial intelligence, robotics and drones, and additive manufacturing, and determines if, and when, enhanced engagement with ROB or TSB for further evaluation is needed. Such triage can take the form of an evaluation against the current regulatory framework or consideration of the CNSC’s research needs. This is important as the nuclear industry and other stakeholders are becoming increasingly familiar with innovation hubs and view them as safe spaces to discuss and explore DIET they are considering. IRD has become the CNSC’s entry point for external stakeholders.

Advancing the promise of DIET also includes identifying and assessing how the CNSC can use new technologies in its regulatory activities. Externally, the CNSC is increasingly interacting with external stakeholders seeking initial, non-regulatory, non-licensing conversations in a “regulatory safe space” for preliminary and exploratory discussions on DIET they are contemplating implementing in nuclear related activities.

Two DIET projects of note:

The development of a tri-lateral white paper on artificial intelligence with the UKONR and U.S. NRC to be jointly published in 2024
Participation on the steering committee for the IAEA’s International Network on Innovation to Support Operating Plants, the IAEA’s “Innovation Hub”

Technical Training Hub

Upon the completion of an organizational review (Project Athena) in 2022–23, the CNSC’s Technical Training Hub was established. The Technical Training Hub is overseen by IRD in TSB.

The Technical Training Hub’s purpose is to centralize technical training, with focus on the following key areas:

Continued management for the delivery and improvement of the inspector training suite of courses
Assessing training needs for staff within TSB, and establishing learning plans which identify immediate and longer-term needs of the CNSC’s technical staff
Develop and deliver training on SMRs
Assess, develop, and deliver training to enable our staff to work with emerging technologies

CNSC inspectors undergo training to learn the basic skills and knowledge needed to conduct inspections and support the CNSC’s mandate. There are more than 100 required and/or recommended courses. Training courses are approved by the OMC.

Prior to the COVID-19 pandemic, all but one course was designed for in-person delivery. Great effort was taken to adapt courses and train facilitators for virtual delivery and the result was a large success. One challenge to highlight is that many of the courses are taught by internal subject matter experts (namely senior inspectors or technical specialists) but operational needs, inspections and/or hearing dates are competing factors when scheduling training. While this rarely leads to issues, this does impact how quickly and effectively training can be delivered.

IRD is working on developing a more comprehensive technical training program. This includes establishing a training plan for SMRs, enhancing training for existing reactors, and developing training for (and with) new technologies. A business case is currently under development to establish a properly resourced technical training team.

The Transformation Management Office (TMO)

The TMO supports a culture of change readiness as a Centre for Enablement for transformational initiatives and projects, providing clarity, support and integrated information for decision making.

The TMO has identified the following key priorities:

Create an outcomes-based, integrated framework for transformational projects
Manage tensions between operational and strategic priorities and prioritize discretionary efforts
Provide a strategic, integrated view of transformational projects
Build transformation management capacity within the organization

Section 6: CNSC planning and reporting

Planning, performance and reporting framework

The CNSC has consistently followed central agency guidance on planning and reporting, with a focus on the unique role as Canada’s nuclear regulator. The 2016 release of the Treasury Board Secretariat (TBS) Policy on Results^{Footnote 3} served as the impetus to revamp the organization’s enterprise-wide planning and performance regime.

This regime consists of several important products and follows a well-defined annual cycle.

Planning framework

One of the cornerstones of the planning regime is the CNSC’s evolving planning framework. Rooted in the organization’s vision of being a world-class regulator, the planning framework is a strategic road map that outlines 3- to 10-year priorities and initiatives. The framework is refreshed annually as part of the CNSC’s planning cycle.

Objectives are sorted into appropriate categories to enable prioritization. The three categories are as follows:

Operational imperative: objectives needed to fulfill the CNSC mandate (e.g. project work)
Strategic/transformational change: change needed to respond to a future requirement or external driver (e.g. legislation/policy/social/technological) – significant change in outputs
Continuous improvement: change resulting in efficiency/effectiveness gains in existing outputs

There are several important products that help to inform the planning framework:

Situational awareness analysis that takes stock of current and potential projects and activities that may impact resource allocations and corporate planning
Foresight analysis that uses scenario models to help understand the CNSC’s long-range pressures and opportunities
Environmental scanning (EScan) to further monitor the external environment (i.e., socio- political, environment, technology, etc.) to detect early signs of opportunities and threats that may influence its current and future plans
The Enterprise Risk Profile (ERP) that outlines the organization’s business and enabling risks related to the achievement of its mandate; updated annually, the ERP currently outlines 6 business risks and 7 enabling risks

More information on the CNSC’s most recent EScan and ERP is provided in the following sections.

Environmental Scan 2023

Environmental scanning is a tool used annually to gain and use information about events, trends, and relationships in an organization's external environment for planning purposes. In addition to a literature scan, all CNSC employees are asked on a yearly basis to voluntarily contribute their ideas/insights on coming trends that could affect the Commission.

The 2023 EScan identified several trends that may impact the Commission. These trends are:

Global context: Due to high inflation rates, Russia’s attack on Ukraine, and other contributing factors, there continues to be economic uncertainty with a slowdown in growth projected for 2023. In addition, energy shortages in Europe and elsewhere around the world raise energy security concerns and reposition nuclear as a power source of interest. SMR vendors have made international applications for design reviews which has strengthened international collaboration and harmonization.
Canadian context: The federal government has introduced major tax incentives for nuclear proponents and licensees in addition to providing more support to the nuclear sector in the following areas:
1. Technology: The CNSC is at the forefront of safe SMR commercial deployment with multiple technologies and sites being explored. In addition to SMRs, the Ontario Government is exploring the possibility of new large scale nuclear plants. Outside of energy generation, Canada is also exploring the feasibility of producing medical isotopes.
2. Trust and agility: In Canada, the Edelman Trust Barometer found that trust in institutions has decreased slightly since the previous year with a decrease of 2% in all the categories: NGOs, business, government and the media.
Developments in Indigenous Reconciliation: To support the United Nations Declaration on the Rights of Indigenous Peoples Act, the Department of Justice released the UN Declaration Act Action Plan in June 2023. The Plan was developed in consultation and cooperation with First Nations, Inuit and Métis from across Canada and is being implemented through Action Plan Measures (APMs). NRCan and the Canada Energy Regulator (CER) collaborated on APM 34, which calls for enhancing Indigenous Peoples’ participation in decision-making processes in the natural resource sector. APM 34 is focused on CER-regulated activities but notes that it could lead to other federal departments, regulators or institutions working in a similar capacity with respect to federally regulated natural resource projects.

Enterprise risk profile

The following table provides an overview of the ERP, its risks and associated risk exposures.

Table 15: Enterprise risk profile: business risks
Business risks
Risk name	Risk statement	Control effectiveness	Risk Exposure	Risk response	23–24 trend
Nuclear reactor accident	There is a risk of an accident at a nuclear reactor.	High	High/ Moderate	Mitigate	↔
Malevolent activities	There is a risk of malevolent activities, including sabotage against nuclear facilities and sabotage and/or theft of nuclear and/or radioactive material, cyber security events, diversion or loss of control of nuclear and/or radioactive substances, equipment and technology including prescribed information.	High	High	Mitigate	↔
Lost or stolen nuclear substances	There is a risk that nuclear substances may be lost or stolen.	High	Moderate	Mitigate	↔
Transportation Accidents	There is a risk of a severe transport accident involving nuclear substances.	High	Low	Mitigate	↔
Nuclear fuel cycle facility accident / event	There is a risk of an accident/event at a nuclear fuel facility.	High	Low	Mitigate	↔
Readiness for new technologies	There is a risk that the CNSC will not be ready to regulate new and/or disruptive technologies.	Moderate	High/ Moderate	Mitigate	↓

Table 16: Enterprise risk profile: enabling risks
Enabling Risks
Risk Name	Risk Statement	Control Effectiveness	Risk Exposure	Risk Response	23-24 Trend
Regulatory advice and independence	There is a risk that regulatory advice provided by CNSC staff may not be balanced and informed and that the CNSC may be perceived to lack independence.	High	Low	Mitigate	↔
Trust in the CNSC	There is a risk that the CNSC will not offer meaningful opportunities to participate in the nuclear regulatory process.	Moderate	Moderate	Mitigate	↔
Indigenous engagement and consultation	There is a risk that the CNSC will not be able to meet growing expectations for effective engagement with Indigenous peoples in the nuclear regulatory process.	Moderate	High	Mitigate	↑
Agility and capability	There is a risk that the CNSC may not have the ability to adapt and/or the capability it requires to meet its mandate into the future.	Moderate	High/ Moderate	Mitigate	↓
Information management and technology	There is a risk that the CNSC’s information management and technology systems may be inadequate to support business needs.	Moderate	High/ Moderate	Mitigate	↓
Cyber security	There is a risk of a cyber incident.	Moderate	High	Mitigate	↔
Professional conduct	There is a risk that CNSC staff or Commission members may engage in inappropriate, unethical or illegal activities.	High	Low	Mitigate	↑

**Figure 25: Summary of enterprise risk management**

2024–25 Departmental Plan priorities

The CNSC has 5 programs plus internal services for delivering on its core responsibility of nuclear regulation, fulfilling its mandate, and achieving its departmental results for 2024–25 and beyond. These are articulated in the 2024-25 Departmental Plan through 2 overarching themes: to be trusted and to be modern. The CNSC strives for regulatory efficiency throughout all these commitments by being risk-informed, flexible, fit for purpose and ensuring regulatory readiness.

The CNSC continues to build on its reputation as a trusted regulator, recognized domestically and internationally as independent, open and transparent, and as a credible source of scientific, technical and regulatory information. In 2024–25, the CNSC will:

build and maintain relationships with key stakeholders, Canadians and Indigenous Nations and Communities through several key projects and initiatives such as:
- implementing the Regional Information and Monitoring Network for the Ottawa River Watershed (RIMNet)
- providing opportunities through the Indigenous Stakeholder Capacity Fund
demonstrate independence and transparency in regulatory decision making by:
- implementing public opinion research and polling to measure trust and understanding of its role as an independent regulator
- further developing an organizational approach to transparency and providing internal guidance and criteria for the release of information
exercising leadership and influencing global efforts to promote and support global nuclear safety, security, and non-proliferation by:
- implementing the 2024–29 International Strategy to internally guide and align its international work, optimize decision making on international related activities and maximize its global influence
- continuing its commitment to supporting the efforts of the Ukrainian nuclear regulator to maintain safe and secure nuclear facilities
improve the accessibility of its data and information by:
- improving and promoting its electronic consultation platform, Let's Talk Nuclear Safety
- modernizing its website infrastructure and content to improve usability and reliability

The CNSC is committed to a modern approach to nuclear regulation using science- and evidence-based, risk-informed, and technically sound regulatory practices and regulatory framework that consider scientific uncertainties and evolving expectations. In 2024–25, the CNSC will:

regulate new nuclear technology through its entire lifecycle by:
- continuing to address the regulatory implications of new nuclear technologies
- continuing to manage the Natural Sciences and Engineering Research Council of Canada’s CNSC Small Modular Reactor Research Grant Initiative
harmonize nuclear regulation and safety standards where appropriate by:
- participating in the International Atomic Energy Agency Nuclear Harmonization and Standardization Initiative and safety standards development
- participating in relevant Nuclear Energy Agency Committees and Western European Nuclear Regulator’s Association activities
create an agile workforce that uses available technology provided to complete their work and is supported by common, consistent and flexible digital capabilities by:
- continuing to implement changes to advance GC Workplace
- launching new engagement tools and a new digital workspace

Performance

From a performance perspective, the CNSC measures and reports publicly on indicators found in its Departmental Results Framework. This framework, in addition to a program Inventory (with performance information profiles for each program), are elements of the TBS Policy on Results and were approved by TBS in the fall of 2017. Unlike the majority of the planning cycle, performance measurement focuses on the CNSC’s core activities and how the organization is achieving its core activities. The CNSC monitors its performance in-year through quarterly performance reports to MC.

Reporting framework

The CNSC produces many reports covering a range of activities. Each of these reports are required to be tabled or submitted to the House of Commons, the central agencies (TBS, Privy Council Office, Department of Finance) and/or the CNSC’s senior management team.

The CNSC is required to produce 3 key reports to be tabled in Parliament by the Minister of Energy and Natural Resources on an annual basis:

The Departmental Plan (DP)
The Departmental Results Report (DRR)
The Annual Report (AR)

The AR must be provided to the Minister annually by or around July 31 and tabled in Parliament in September. The DRR is also signed by the Minister and tabled in Parliament in October. In an effort to streamline reporting, the DRR and the AR contain the same information.

The CNSC, along with all other departments and agencies, must follow the TBS prescribed structure when drafting its DP and DRR. The CNSC must report according to its DRF on its core responsibility (nuclear regulation), 4 departmental results, 12 indicators, and against the results of its planned activities. Figure 29 demonstrates how all the elements align with the strategic planning framework goals and the ERP risks for reporting purposes.

**Figure 26: Nuclear regulation reporting framework**

Reports to Parliament

Departmental Plan

**Figure 27: Government of Canada Parliament Building**

The DP is an individual expenditure plan for each department and agency (excluding Crown corporations).

The report provides increased levels of detail on a business line basis and contains information on objectives, initiatives and planned results, including links to related resource requirements over a 3-year period. The DP also provides details on human resource requirements, major capital projects, grants and contributions, and net program costs. These are statuary requirements and are tabled in Parliament in the fourth fiscal quarter by the President of the Treasury Board on behalf of the ministers who preside over these organizations.

The 2023–24 DP is available on the CNSC’s website.

Departmental Results Report

The DRR provides a focus on results-based accountability by reporting on accomplishments achieved against the performance expectations and results as set out in the Departmental Plan. This report is a statutory requirement and tabled in the House of Commons in the third fiscal quarter.

The 2023-24 DPR is available on the CNSC’s website.

Annual Report

This report is a statutory requirement and submitted to the Minister of Energy and Natural Resources Canada by the end of July. The Minister tables the report in the House of Commons.

The 2022–23 AR is available on the CNSC’s external website.

Annual report on the Access to Information Act

As a federal entity, the CNSC is subject to the Access to Information Act and the Privacy Act. The CNSC ensures compliance with Canada’s laws on access to information and on the protection of personal information by:

providing advice to anyone seeking information under its control
preparing annual reports to Parliament outlining how it operates, the volume of requests received, and how it responded to those requests
providing assistance on how to file complaints should it be necessary to approach the Information Commissioner or Privacy Commissioner
developing and maintaining privacy impact assessments

The 2022–23 Annual Report on the Access to Information Act and the 2022–23 Annual Report on the Privacy Act are available on the CNSC’s website.

Open Government

Departments and agencies, including the CNSC, are subject to the Open Government Directive, which enables (external)the proactive disclosure and ongoing release of government information. To meet requirements outlined in the Directive, the CNSC regularly publishes information on the Open Government website (external). Information and data made available include:

contracts, spending and operations
travel and hospitality expenses
briefing packages
reports

Report on official languages

The Official Languages Act requires the President of TBS to submit an annual report to Parliament on the status of programs in federal institutions relating to Parts IV, V, and VI of the Act. It also requires the Minister of Canadian Heritage to submit an annual report to Parliament on the implementation of Part VII, section 41 of the Act by federal institutions. To contribute to these reports, the CNSC is required to submit a Review on Official Languages on a 3-year cycle (the last CNSC review was submitted for fiscal year 2020–21) and statistical data on a yearly basis.

The 2021–22 Official Languages Report (external) is available on Canada.ca.

Departmental Sustainable Development Strategy

As a result of amendments to the Federal Sustainable Development Act in 2020, the CNSC is required to develop and table a Departmental Sustainable Development Strategy (DSDS) in November 2023 which will cover the 2023–27 period. This strategy brings sustainable development goals, targets, short-term milestones, and implementation strategies from across the Government of Canada together in one place. It provides a whole-of-government view of priorities and actions to advance sustainable development. The CNSC’s DSDS will describe the objectives and plans for sustainable development that are appropriate to our regulatory mandate. The Minister of Energy and Natural Resources tables the CNSC’s report (through a back-door process) in the House of Commons.

For the next 2 years (third year optional), the CNSC will report on the progress of the goals.

Reports to central agencies

Management Accountability Framework

The Management Accountability Framework (MAF), developed and monitored by TBS, establishes the expectations for sound public sector management practices and performance and supports the management accountability of deputy heads and across government departments and agencies.

The objectives of the MAF are as follows:

To inform TBS about the state of policy implementation and practices
To support the management accountability of deputy ministers and heads of agencies by providing information about their organizations’ management capacity
To communicate and track progress on government-wide management priorities
To obtain an organizational and government-wide view of the state of management practices and performance in order to identify areas of management strength and any areas that require attention
To continuously improve management capabilities, effectiveness and efficiency government-wide

The implementation of the MAF has been suspended this year as TBS officials review and update the process. Typically, the CNSC provides a MAF report to TBS in November, with final MAF results provided to deputy heads at the end of April.

Annual report on employment equity

Under the Employment Equity Act, the CNSC reports annually on the representation of women, persons with disabilities, Indigenous peoples and members of visible minorities and the progress made towards achieving a representative workforce.

As required under the Act, these reports include an analysis of the representation of each of the designated groups and the number of its employees hired promoted and terminated during the last fiscal year. These reports also provide descriptions of the principal measures taken to implement employment equity at the CNSC.

The 2022–23 Employment Equity Annual Report is available on the CNSC’s website.

Annual expenditures for travel, hospitality and conferences

The Report on Annual Expenditures for Travel, Hospitality and Conferences is a TBS-required report, which outlines the CNSC annual travel, hospitality and conferences costs.

All costs incurred are in support of the CNSC's mandate and include activities such as travel for public outreach, site inspections and to take part in meetings and conferences on nuclear safety and safeguards. These reports include the total amounts spent at the end of each fiscal year ending on March 31.

The 2022–23 Annual Expenditures for Travel, Hospitality and Conferences Report is available on the CNSC’s website.

Corporate reports

Research reports

The CNSC has a mandate to protect the health and safety of Canadians, their communities and their environment, and also to implement Canada’s international commitments on the peaceful use of nuclear energy. This mandate demands objective, scientific knowledge, providing the foundation for clear legislation, relevant regulations and reliable, evidence-based decision making. It is a mandate the CNSC will never compromise on.

To advance that knowledge, the CNSC carries out scientific research that ensures Canada’s nuclear safety standards and safeguards are as strong and effective as possible.

The CNSC’s research reports are intended to share some of the key research activities facilitated and supported by the organization. The outcome of these research activities helps the federal regulator understand and address new or emerging safety issues; gain third-party perspectives on nuclear science; and share scientific knowledge with the nuclear industry and the public at large.

The CNSC’s research reports are available on the CNSC’s website.

Audit and evaluation reports

The CNSC conducts internal audits and program evaluations to objectively assess the performance of the CNSC in terms of its effectiveness and efficiency in relation to its regulatory mandate, as well as giving advice on related improvement initiatives.

Internal audits provide management with objective assessments of the design and operation of management practices, control systems, and information, in keeping with modern comptrollership principles. Such audits are normally of an assurance nature, making use of criteria that set out what could reasonably be expected, with reporting in writing according to accepted standards.

Evaluations contribute to measuring success and identifying priorities or areas of focus for the performance objectives of the organization. They are conducted for the generation of accurate, objective and evidenced-based information to help managers make sound, more effective decisions on their policies, programs and initiatives and through this provide results for Canadians.

The internal audit and evaluation reports are available on the CNSC’s website.

Section 7: Memberships held by the President and Executive Team

The President and CEO of the CNSC, by virtue of the position, is invited to serve on a number of committees domestically and internationally.

Domestic

Portfolio Agency Head Group

The Deputy Minister of Natural Resources Canada periodically convenes a meeting with all the heads of these organizations, the Portfolio Agency Head Group, to discuss topics of mutual interest, including developments in government direction. Meetings typically include a roundtable where agency heads have an opportunity to share their experiences and challenges.

Nuclear Leadership Table

Canada’s 2018 SMR Roadmap recommended that the federal government work with partners to co-create an advisory council on nuclear energy. Subsequently in 2020, Canada released its SMR Action Plan where the Government of Canada committed to convene senior leadership of the Action Plan, with Energy and Natural Resources Canada serving as Chair. The Roadmap and Action Plan recommended that the creation of this body could serve to:

Advance SMR development and commercialization in Canada in a manner that respects shared roles, responsibilities, and jurisdictions, and that leverages benefits to Canada and supports strategic partnerships
Provide key decision makers with a venue for discussing progress and priorities on nuclear innovation and nuclear energy matters broadly

The mandate of the Nuclear Leadership Table is to provide a forum composed of the federal government, interested provincial and territorial governments, Indigenous representatives, industry (nuclear and high-emitting sectors), electric utilities, and non-governmental organizations to review progress and discuss strategic priorities as they relate to the development and deployment of SMRs in Canada.

As of April 12, 2022, the Nuclear Leadership Table membership included:

Natural Resources Canada (Chair)
Alberta Innovates
Alberta Ministry of Energy
Atomic Energy of Canada Ltd.
Bruce Power
Canadian Nuclear Association
Canadian Nuclear Labs
Canadian Nuclear Safety Commission
CANDU Owners Group
Crown Investments Corporation of Saskatchewan
Global Affairs Canada
Indigenous Advisory Council
New Brunswick Ministry of Energy
NB Power
Nuclear Waste Management Organization
Ontario Ministry of Energy
Ontario Power Generation
Organization of Canadian Nuclear Industries
Saskatchewan Ministry of Environment
SaskPower

Council of Federal Administrative Tribunal Heads

Originally established as the Heads of Federal Administrative Tribunals Forum in 2007 and later renamed the Council of Federal Administrative Tribunal Heads (CFATH) Chairs in 2016, the CFATH is the only committee exclusively composed of federal administrative tribunals. It was established to provide a forum for dialogue, learning and networking for federal tribunals.

The CFATH has the following mandate:

Work to raise awareness of the roles and nature of independent tribunals in the federal government
Facilitate networking, discuss issues of common interest and share best practices
Issue statements and guidance on governance and administrative law matters
Serve as a common voice for tribunals on broad Government of Canada initiatives that affect them
Arrange training and learning opportunities for federal tribunal chairs and, as appropriate, members

The CFATH has representatives from 28 federal tribunals:

Transportation Safety Board of Canada
Office of the Intelligence Commissioner
Ship-source Oil Pollution Fund
RCMP External Review Committee
Military Grievances External Review Committee
Canadian Nuclear Safety Commission
Canadian Cultural Property Export Review Board
Civilian Review and Complaints Commission for the RCMP
Immigration and Refugee Board of Canada
Canada Agricultural Review Tribunal
Parole Board of Canada
Federal Public Sector Labour Relations and Employment Board
Military Police Complaints Commission of Canada
Copyright Board of Canada
Canada Industrial Relations Board
Canadian Radio-television and Telecommunications Commission
Patented Medicine Prices Review Board
Canadian Transportation Agency
National Security and Intelligence Review Agency
Canada Energy Regulator
Canadian Human Rights Tribunal
Canadian International Trade Tribunal
Transportation Appeal Tribunal of Canada
Environmental Protection Tribunal of Canada
Public Servants Disclosure Protection Tribunal Canada
Social Security Tribunal
Veterans Review and Appeal Board Canada
Specific Claims Tribunal Canada

Head of Federal Agencies

The CNSC President and CEO is a member of the Head of Federal Agencies (HFA), which includes other deputy heads in the broader Community of Federal Agencies. The HFA provides a forum through which members can raise concerns, issues, and/or exchange ideas or perspectives concerning the development of government policies, standards and practices.

The HFA has a Chairperson, named by the Clerk of the Privy Council. The HFA is further supported by a special advisor supporting the chair (fulfilling the Secretariat function) as well as a Steering Committee whose member terms do not exceed 5 years. Appointments to the HFA Steering Committee are managed to ensure the best possible representation of CFA organizations and diversity.

International executive team memberships

The following table lists the international memberships held by the CNSC’s executive team:

Table 17: International executive team memberships
Organization/Committee	Representative
Nuclear Energy Agency – Nuclear Law Committee	Lisa Thiele – Vice President Legal and Commission Affairs and Senior General Counsel
International Nuclear Law Association	Lisa Thiele – Vice President Legal and Commission Affairs and Senior General Counsel
IAEA Committee on Safety Standards	Ramzi Jammal – Executive Vice-President and Chief Regulatory Operations Officer Regulatory Operations Branch
Deep Geological Repository Regulators Forum	Ramzi Jammal – Executive Vice-President and Chief Regulatory Operations Officer Regulatory Operations Branch
Technical and Scientific Organization Forum	Brian Torrie – Acting Vice-President and Chief Science Officer Technical Support Branch
Western European Nuclear Regulators Association	Delegated by Ramzi Jammal – Executive Vice-President and Chief Regulatory Operations Officer to Alex Viktorov, DG DPRR Regulatory Operations Branch
US-Canada Regulatory Cooperation Council	Colin Moses – Vice-President and Chief Communications Officer Regulatory Affairs Branch
WPLANS - Working Party on the Legal Aspects of Nuclear Safety (NEA)	Lisa Thiele – Vice President Legal and Commission Affairs and Senior General Counsel
IAEA Regulatory Cooperation Forum (RCF)	Ramzi Jammal, by appointment of IAEA DG Grossi – Executive Vice-President and Chief Regulatory Operations Officer Regulatory Operations Branch
Joint Convention on the Safety of Spent Fuel Management and on the Safety of Radioactive Waste Management	President of the 8th Review Meeting Ramzi Jammal – Executive Vice-President and Chief Regulatory Operations Officer
NEA Committee on the Safety of Nuclear Installations	Brian Torrie – Acting Vice-President and Chief Science Officer, Technical Support Branch

Section 8: Appendix A CNSC Licences

Bruce Power

Headquarters: Tiverton, Ontario

Founded: 2001

Chief executive: Eric Chassard, President and CEO

Ownership: Domestic – Operating lease from Ontario Power Generation for Bruce A and B sites

Cameco Corporation

Headquarters: Saskatoon, Saskatchewan

Founded: 1988 (Merger of Saskatchewan Mining Development Corporation and Eldorado Nuclear Limited)

Chief executive: Tim Gitzel, President and CEO

Global production: 23.8M lbs uranium (2017), 17% of the world mine production from operations in Canada, U.S. and Kazakhstan

Ownership: Domestic

Canadian Nuclear Laboratories (CNL)

Type: Wholly Owned subsidiary of federal crown corporation Atomic Energy of Canada Limited (AECL)

Headquarters: Chalk River, Ontario

Founded: 2014 (Chalk River laboratories established 1944)

Chief executive: Jack Craig Jr., President and CEO

Primary Canadian operations: NRU shutdown in March 2018, CNL operates the research complex at Chalk River

Ownership: Domestic

New Brunswick Power

Type: New Brunswick provincial Crown corporation

Headquarters: Fredericton, New Brunswick

Founded: 1920

Chief executive: Lori Clark, President and CEO

Primary Canadian operations: Point Lepreau Nuclear Generating Station (1 reactor with 705 MW installed capacity) which produced 44% of the total net generation from NB Power generating stations (2018)

Ownership: Domestic

Ontario Power Generation (OPG)

Type: Ontario provincial Crown corporation

Headquarters: Toronto, Ontario

Founded: 1999

Chief executive: Ken Hartwick, President and CEO

Primary Canadian operations: Operation of Darlington Nuclear Generating Station (4 reactors with 3,512 MW installed capacity) and Pickering Nuclear Generating Station (8 reactors, 6 operating with 3,100 MW installed capacity).

Ownership: Domestic

Orano (predecessor Areva)

Type: Canadian Subsidiary

Headquarters: Saskatoon, Saskatchewan

Founded: 1964

Chief executive: Jim Corman, President and CEO

Primary industry (NAICS): 212291 – Uranium ore mining

Primary Canadian operations: Saskatchewan uranium mines - JV partnership in Cigar Lake, McArthur River, Key Lake

Ownership: Foreign

Parent Company: Orano Group, France

Power reactors

Bruce Nuclear Generating Station (Ontario)

Operator: Bruce Power (owned by Ontario Power Generation)

Location: Kincardine, Ontario

Start of commercial operation: Between 1977 and 1979 for Bruce A, and between 1984 and 1987 for Bruce B

Number of units: 8 reactors

Installed capacity: 6,232 MWe (Bruce A & B combined)

Licence expires: September 30, 2028

Pickering Nuclear Generating Station (Ontario)

Operator: Ontario Power Generation

Location: Pickering, Ontario

Start of commercial operation: Between 1971 and 1973 for units 1 to 4 and 1983 and 1986 for units 5 to 8

Number of units: 6 operating, 2 in “safe storage”

Installed capacity: 3,100 MW

Licence expires: August 31, 2028

Darlington Nuclear Generating Station (Ontario)

Operator: Ontario Power Generation

Location: Clarington, Ontario

Start of commercial operation: Between 1990 and 1993

Number of units: 4 reactors

Installed capacity: 3,512 MW

Licence expires: November 30, 2025

Gentilly-2 Nuclear Generating Station (Québec)

Operator: Hydro-Québec

Location: Bécancour, Quebec

Start of commercial operation: October 1, 1983

Number of units: 1 reactor

Installed capacity: 675 Mwe

Licence expires: June 30, 2026

The station was permanently shut down in December 2012. On June 22, 2016, the CNSC issued a decommissioning licence for the Gentilly-2 facility.

Point Lepreau Generating Station (New Brunswick)

Operator: New Brunswick Power

Location: Point Lepreau, New Brunswick

Start of commercial operation: February 1, 1983

Number of units: 1 reactor

Installed capacity: 705 Mwe

Licence expires: June 30, 2032

Research facilities

Chalk River Laboratories (Ontario)

Operator: Canadian Nuclear Laboratories (CNL)

Location: Chalk River, Ontario

Start of commercial operation: 1945

NRU Capacity: ~ 135 MWt

Licence expired: March 31, 2028

Owner: Atomic Energy of Canada Ltd. (AECL). CNL operated under GoCo contract

Shut Down: National Research Universal (NRU) reactor decommissioned on March 31, 2018 and put into safe storage

McMaster Nuclear Reactor Reactor

Location: Hamilton, Ontario

Start of commercial operation: 1959

Capacity: < 7 MWt

Licence expires: June 30, 2033

Owner: McMaster University

École Polytechnique (SLOWPOKE-2)

Location: Montréal, Québec

Start of commercial operation: 1976

Licence expires: June 30, 2033

Capacity: 20 kWt

Saskatchewan Research Council (SLOWPOKE-2)

Location: Saskatoon, Saskatchewan

Start of commercial operation: 1981

Licence expired: Released from CNSC regulatory control as of October 1, 2021.

Capacity: < 1 MWt

This reactor is no longer operating and underwent licensed decommissioning from 2019 to 2021; in 2021, the Commission revoked the SRC’s decommissioning licence and issued a licence to abandon, authorizing the release of this facility from CNSC regulatory control.

Royal Military College of Canada (SLOWPOKE-2)

Location: Kingston, Ontario

Start of commercial operation: 1985

Licence expires: June 30, 2043

Capacity: 20 kW