Section I - Overview 2014-15

Minister’s Message

As Minister of Natural Resources, I am pleased to present the 2014-15 Report on Plans and Priorities for Natural Resources Canada.

The natural resources sector is critical to the Canadian economy. It directly and indirectly accounts for almost one-fifth of nominal GDP, provides 1.8 million jobs throughout Canada and generates government revenue which supports important programs, such as health care and education.

We are witnessing a fundamental shift in the global economy where world trade and investment patterns are changing, particularly with regard to energy markets.

Although demand for energy is expected to grow by one-third by 2035, most of that growth comes from emerging economies in Asia, Africa and Latin America. Currently, Canada exports almost all of its energy products to the United States. For Canadians to benefit fully from our natural resources, we must be able to sell them beyond the limits of North America. However, a lack of key infrastructure, particularly in relation to energy resources, threatens to strand these resources at a time when global demand is soaring.

Now more than ever, our future prosperity depends on responsible development of these resources. Doing so requires focus and action. It means building infrastructure so our oil and gas can reach new markets. It means ensuring we have a world-class safety system, and enhancing the conditions for Aboriginal peoples to participate in Canada’s prosperity. It also means strengthening our relationships with global partners and accelerating innovation to improve economic and environmental outcomes.

To diversify our markets and attract investment, our Government will continue to reduce barriers to trade, facilitate market access, and brand Canada as a reliable and responsible supplier of resources. We also remain focused on innovation in our forest sector, improving energy efficiency, providing geoscience knowledge on areas of high resource potential to the public and researching ways to manage natural hazards, such as earthquakes. Our government understands that science and technology are integral for a strong, competitive natural resource sector.

I invite you to read this report to learn more about the initiatives that Natural Resources Canada is pursuing to support Canada’s continued prosperity through the responsible development of our natural resources.

The Honourable Joe Oliver
P.C., M.P.
Minister of Natural Resources

 

Section I: Organizational Expenditure Overview

Organizational Profile

Minister: The Honourable Joe Oliver, P.C., M.P.

Deputy head: Serge Dupont

Ministerial portfolio:

• Atomic Energy of Canada Limited^v (AECL);
• National Energy Board^vi (NEB);
• Canadian Nuclear Safety Commission^vii (CNSC);
• Canada-Newfoundland and Labrador Offshore Petroleum Board^viii (CNLOPB);
• Canada-Nova Scotia Offshore Petroleum Board^ix (CNSOPB);
• Northern Pipeline Agency (NPA);^x
• Sustainable Development Technology Canada^xi (SDTC); and
• Energy Supplies Allocation Board (ESAB)^xii (inactive).

Year established: 1994

Main legislative authorities:

• Department of Natural Resources Act,^xiii S.C. 1994, c. 41
• Forestry Act, ^xivR.S.C., 1985, c. F-30
• Resources and Technical Surveys Act, ^xvR.S.C., 1985, c. R-7

Organizational Context

Raison d’être

The vision of Natural Resources Canada (NRCan) is to improve the quality of life of Canadians by creating a sustainable resource advantage. It seeks to achieve this vision by working to improve the competitiveness of the natural resource sectors and to grow their contribution to Canada’s economy, by supporting the sustainable development of Canada’s resources in a manner that advances the country’s global standing as a leader on the environment, and by using its knowledge and expertise of Canada’s landmass to support the safety and security of citizens.

Responsibilities

The Minister of Natural Resources is specifically responsible for, or has responsibilities under, more than 30 acts of Parliament. The Minister’s core powers, duties and functions are set forth in the Department of Natural Resources Act, the Resources and Technical Surveys Act and the Forestry Act. NRCan also works in areas of shared responsibilities with provinces.

To deliver on its responsibilities, NRCan relies on a number of instruments. It uses science and technology (S&T) to help address priorities and to plan for the future. It develops policies, programs, and regulations that help create a sustainable resource advantage, supporting strong, competitive natural resource sectors that are environmentally and socially responsible. And it uses partnerships and international collaboration to help drive progress on natural resource issues important to Canadians. More broadly, the Department plays a critical role in Canada’s future, contributing to high-paying jobs, business investment and overall economic growth in Canada’s natural resource sectors.

NRCan has offices and laboratories from coast to coast to coast. About half of its occupied facilities are in the National Capital Region, with the remainder being distributed from Atlantic Canada, through Quebec and Ontario, to the Western and Pacific Regions and Northern Canada.

Strategic Outcome(s) and Program Alignment Architecture (PAA)

Strategic Outcome 1: Canada’s Natural Resource Sectors are Globally Competitive

• Program 1.1: Market Access and Diversification

  • Sub-Program 1.1.1: Mineral and Metal Markets Access and Development

  • Sub-Program 1.1.2: Forest Products Market Access and Development

  • Sub-Program 1.1.3: Energy Market Regulation and Information

• Program 1.2: Innovation for New Products and Processes

  • Sub-Program 1.2.1: Mining Innovation

  • Sub-Program 1.2.2: Forest Sector Innovation

  • Sub-Program 1.2.3: Geospatial Innovation

• Program 1.3: Investment in Natural Resource Sectors

  • Sub-Program 1.3.1: Mineral Investment

  • Sub-Program 1.3.2: Targeted Geoscience Initiative 4 (TGI4)

  • Sub-program 1.3.3: Geo-Mapping for Energy and Minerals

  • Sub-program 1.3.4: New Energy Supply

  • Sub-program 1.3.5: Major Projects Management Office Initiative

• Program 1.4: Statutory Programs – Atlantic Offshore

Strategic Outcome 2: Natural Resource Sectors and Consumers are Environmentally Responsible

• Program 2.1: Energy-Efficient Practices and Lower-Carbon Energy Sources

  • Sub-Program 2.1.1: Renewable Energy Deployment

  • Sub-Program 2.1.2: Support for Clean Energy Decision-Making

  • Sub-Program 2.1.3: Alternative Transportation Fuels

  • Sub-Program 2.1.4: Energy Efficiency

• Program 2.2: Technology Innovation

  • Sub-Program 2.2.1: Materials for Energy

  • Sub-Program 2.2.2: Green Mining

  • Sub-Program 2.2.3: Clean Energy Science and Technology

• Program 2.3: Responsible Natural Resource Management

  • Sub-Program 2.3.1: Forest Ecosystem Science and Application

  • Sub-Program 2.3.2: Groundwater Geoscience

  • Sub-program 2.3.3: Environmental Studies and Assessments

  • Sub-program 2.3.4: Radioactive Waste Management

  • Sub-program 2.3.5: Earth Observation for Responsible Resource Development

Strategic Outcome 3: Canadians have Information to Manage their Lands and Natural Resources, and are Protected from Related Risks

• Program 3.1: Protection for Canadians and Natural Resources

  • Sub-Program 3.1.1: Explosives Safety and Security

  • Sub-Program 3.1.2: Materials and Certification for Safety and Security

  • Sub-Program 3.1.3: Forest Disturbances Science and Application

  • Sub-Program 3.1.4: Climate Change Adaptation

  • Sub-Program 3.1.5: Geohazards and Public Safety

• Program 3.2: Landmass Information

  • Sub-Program 3.2.1: Essential Geographic Information

  • Sub-Program 3.2.2: Canada’s Legal Boundaries

  • Sub-Program 3.2.3: Polar Continental Shelf Logistics Support

  • Sub-Program 3.2.4: United Nations Convention on the Law of the Sea

• Program 4.1: Internal Services

 

Organizational Priorities

NRCan has identified five priorities critical to meeting its strategic outcomes, thereby supporting the Government of Canada’s priorities. These priorities have guided, and continue to guide, the delivery of results. NRCan’s success in delivering on each priority will be assessed in the corresponding Departmental Performance Report.

Details on each of the priorities and the plans and commitments for achieving them are presented below.

 

 

 

 

 

Risk Analysis

The Department manages a range of risks, both strategic and operational, which are contained in its Corporate Risk Profile. Risk identification is a key part of NRCan’s planning process, and risks are important drivers in the establishment of priorities for the Department.

Three of these risks—Market Access and Investment Climate, Hazards and Emergency Management, and Finance—are discussed here.

Resource context

Canada has vast energy, mineral and forest resources, which are critical to its economic prosperity. This resource wealth indirectly and directly contributes to almost one-fifth of the country’s nominal Gross Domestic Product and close to 1.8 million jobs. The importance of resources to the Canadian economy is projected to grow: for example, oil sands crude oil production is expected to triple over the next 20 years, from 1.8 million barrels per day to 5.2 million barrels per day by 2030.

However, the realization of this resource potential is not a sure thing. With a domestic supply far outpacing domestic demand, Canada must ensure that it can access foreign markets if it is to maintain and grow the economic benefits from its resource endowment. As the United States is expected to be almost self-sufficient in energy, in net terms, by 2035, Canadian export destinations must increasingly be outside North America. Countries such as China, which has already surpassed the United States as the world’s largest energy consumer, and India, slated to become the third largest energy consumer by 2030, present the most logical opportunities for Canada to expand markets. In October 2013, Canada and the European Union announced an agreement in principle on a Canada-European Comprehensive Economic and Trade Agreement (CETA) that will significantly boost two-way trade and investment. Once the CETA comes into force, it will immediately eliminate all tariffs on Canadian forest, minerals, metals and energy products and will create bilateral dialogues in forestry and raw materials.

A number of factors influence the ability of natural resource sectors to get resources to market, and each of these contribute to the resource-based risks faced by Canada and managed, in part, by NRCan. These include Canada’s investment climate, the infrastructure to support harvesting resources and transporting them to market, and Canada’s international reputation in those potential markets. These risk drivers are discussed below, while NRCan’s strategy for managing them is addressed in the table following this section.

Canada must maintain an appropriate investment climate to make investment in resource development attractive. This means that financing for capital resource projects must be available and that business cases for companies to develop a given resource can be made and supported by Canadians. A lack of public support for resource projects of regional or national significance could preclude industry from conducting operations within Canada or within a particular province.

A lack of critical infrastructure to bring resources to terminals or ports is another risk for the natural resource sectors. If pipelines, rail networks and roads, as well as the support to maintain them as safe and reliable transportation routes, are not sufficient then the opportunities for the natural resource sectors will be diminished. Furthermore, if transportation infrastructure is not managed with the utmost regard to safety, the public support for natural resource projects, or even the entire industry, could decrease.

Finally, Canadian natural resources must have export destinations. The risk drivers articulated above all influence whether a given resource can be brought to a foreign market and sold. As well, Canada’s international reputation relating to, for example, its progress in meeting environmental targets could impact the acceptance of Canadian natural resource exports by other countries.

NRCan’s risk context

From an operational perspective, one of the Department’s primary challenges relates to managing its financial resources. Specific drivers of this risk include:

1. NRCan must continue to find efficiencies in its operations.
2. A significant portion of NRCan’s budget is temporary, which creates additional management challenges as programs sunset.
3. NRCan must address financial pressures resulting from its aging real property assets.

These challenges impact NRCan’s ability to deliver on its priorities and core mandate, and manage the risks articulated above.

 

Risk

Risk Response Strategy	Link to Program Alignment Architecture
Market Access and Investment Climate
NRCan will continue to manage this risk through working with several other federal departments, provincial and territorial governments and representatives from the private sector to 1) promote and brand Canada abroad as a reliable and environmentally responsible trade partner, including through focused, Ministerial missions; 2) engage with Aboriginal peoples and other Canadians on the potential benefits as well as on approaches to mitigate risks associated with resource development; 3) make the regulatory review process at home more predictable and efficient while ensuring sound environmental stewardship; and 4) develop appropriate regulations.   In 2014-15, NRCan will:   As part of the implementation of the plan for Responsible Resource Development, advance system-wide improvements to the federal regulatory system, and ensure consistency across federal legislative, regulatory, policy and program development initiatives. This will also include the pipeline and marine safety systems. Address market barriers (e.g., European Union's Fuel Quality Directive) and brand Canada globally as a reliable and responsible resource developer through international bilateral and multilateral engagement, advocacy and communications.   These and other commitments that help mitigate this risk are described throughout the RPP in the sections identified at right.	1.1.2 – Forest Products Market Access and Development   1.1.3 – Energy Market Regulation and Information   1.3.1 – Mineral Investment   1.3.5 – Major Projects Management Office Initiative   2.2.1 – Materials for Energy   2.3.1 – Forest Ecosystems Science and Application
Hazards and Emergency Management
NRCan supports the management of emergencies, proactively and reactively, thereby helping to ensure the safety and security of Canadians. This will continue to be accomplished through the provision of timely and accessible information on Canada's natural resources and landmass to be used by the public and stakeholders to prepare for and respond to emergencies. The Department also conducts risk assessments that support the development of policies, programs and regulations and ensures learning from incidents to promote the building of resilience within the natural resource sectors.   In 2014-15, NRCan will:   Co-host the Third Biennial Wildland Fire Canada Conference to re-engage and strengthen working relationships between NRCan's Canadian Forest Service (CFS) and other Canadian fire management agencies and to facilitate further development of CFS fire research and fire management information systems. Collaborate with Public Safety Canada and other levels of government to develop Emergency Management Plans and participate in the development and execution of interdepartmental emergency management protocols and exercises. Support Privy Council Office in the development of a common operating picture for the Federal Departmental Security Office community in coordination with the Federal Committee on Geomatics and Earth Observation, through its geomatics expertise. Assist Canada in its role as chair of the Arctic Council, from 2013-15, under the theme of development for people of the North, focusing on responsible Arctic resource development, safe Arctic shipping, and sustainable circumpolar communities.   These and other commitments that help mitigate this risk are described throughout the RPP in the sections identified at right.	2.3.4 – Radioactive Waste Management   2.3.5 – Earth Observation for Responsible Resource Development    3.1.2 – Materials and Certification for Safety and Security   3.1.3 – Forest Disturbances Science and Application   3.1.5 – Geohazards and Public Safety   3.2.1 – Essential Geographic Information   4.1 – Internal Services
Finance
To manage its financial risks, NRCan continues to closely monitor its operating budget by conducting monthly analyses of trends and forecasting of its salary and non-salary expenditures, and comprehensive quarterly reviews.   In 2014-15, NRCan will:   Improve internal business processes by increasing the efficiency and effectiveness of service and operations in various areas, such as human resources, procurement, and financial reporting and procedures. Closely monitor financial pressures, particularly those associated with its real property assets. To this end, it will explore options related to the possible disposal of surplus property.   These and other commitments that help mitigate this risk are described in the section identified at right.	4.1 – Internal Services

 

Planned Expenditures

Budgetary Financial Resources (Planned Spending—dollars)

2014 -15 Main Estimates	2014-15 Planned Spending	2015 - 16 Planned Spending	2016 -17 Planned Spending
2,534,650,611	2,534,650,611	2,290,420,322	2,325,660,365

 

Human Resources (Full-time equivalents—FTEs)

2014-15	2015-16	2016-17
3,902	3,874	3,603

 

Budgetary Planning Summary for Strategic Outcome(s) and Program(s) (dollars)

Strategic Outcome(s), Program(s) and Internal Services	2011-12 Expenditures	2012-13 Expenditures	2013-14 Forecast Spending	2014-15 Main Estimates	2014-15 Planned Spending	2015-16 Planned Spending	2016-17 Planned Spending
Strategic Outcome 1: Canada's Natural Resource Sectors are Globally Competitive
Market Access and Diversification	*	55,420,361	58,921,793	56,085,530	56,085,530	43,497,846	41,589,231
Innovation for New Products and Processes	*	93,948,144	104,217,164	67,598,586	67,598,586	66,175,755	64,218,235
Investment in Natural Resource Sectors	*	73,319,149	62,435,605	55,641,175	55,641,175	53,472,654	54,134,355
Statutory Programs – Atlantic Offshore**	*	684,964,769	850,666,916	1,293,425,000	1,293,425,000	1,328,316,000	1,518,474,000
Strategic Outcome 1 Subtotal	1,439,515,779	907,652,423	1,076,241,478	1,472,750,291	1,472,750,291	1,491,462,255	1,678,415,820
Strategic Outcome 2: Natural Resource Sectors and Consumers are Environmentally Responsible
Energy-Efficient Practices and Lower-Carbon Energy Sources	*	342,424,547	318,562,949	464,018,045	464,018,045	255,596,149	188,718,695
Technology Innovation	*	152,200,348	162,607,927	150,090,774	150,090,774	122,495,639	73,422,952
Responsible Natural Resource Management***	*	236,874,939	269,595,183	179,373,009	179,373,009	181,701,711	167,424,924
Strategic Outcome 2 Subtotal	1,522,396,647	731,499,834	750,766,059	793,481,827	793,481,827	559,793,499	429,566,570
Strategic Outcome 3: Canadians have Information to Manage their Lands and Natural Resources, and are Protected from Related Risks
Protection for Canadians and Natural Resources	*	55,604,146	64,918,851	55,878,528	55,878,528	52,950,476	46,610,275
Landmass Information***	*	90,961,341	73,852,417	53,620,414	53,620,414	45,306,771	44,608,900
Strategic Outcome 3 Subtotal	138,514,561	146,565,487	138,771,268	109,498,941	109,498,941	98,257,247	91,219,175
Internal Services Subtotal	251,745,618	181,093,220	203,844,318	158,919,551	158,919,551	140,907,322	126,458,800
Total	3,352,172,605	1,966,810,964	2,169,623,123	2,534,650,611	2,534,650,611	2,290,420,322	2,325,660,365

* Actual Spending for 2011-12: NRCan changed its PAA for 2012-13. Actual spending for 2011-12 reflects the legacy PAA structure which was as follows:

- Strategic Outcome 1: 1.1 Economic Opportunities for Natural Resources: $1,439,492,491 (includes the Statutory Programs related to the Atlantic Offshore of $1,222,730,140); 1.2 Natural Resource-based Communities: $23,288.

- Strategic Outcome 2: 2.1 Clean Energy: $1,323,313,646; 2.2 Ecosystem Risk Management: $199,083,001.

- Strategic Outcome 3: 3.1 Adapting to a Changing Climate and Hazard Risk Management: $50,834,868; 3.2 Natural Resource and Landmass Knowledge and Systems: $87,235,443; 3.3 Geomatics Canada Revolving Fund: $444,250.

** Statutory Programs: As per the various Atlantic Offshore Accords, the Government of Canada receives royalties for offshore oil and gas production and subsequently pays an equal amount to the provinces of Nova Scotia and Newfoundland and Labrador.

*** There was a slight change in the 2013-14 PAA structure at the sub-activity level that affects this table. A portion of expenditures previously reported under Landmass Information under Strategic Outcome 3 is now being reported under Responsible Natural Resource Management under Strategic Outcome 2. In 2012-13 (nil in 2011-12) expenditures in the amount of $560,000 have not been adjusted to transfer the expenditures from Landmass Information to Responsible Natural Resource Management as it was not considered a material amount.

Planned spending declines by $209 million, or 8%, from 2014-15 to 2016-17. This is attributable mainly to:

• An increase in agreements between the Government of Canada and the provinces of Nova Scotia and Newfoundland and Labrador under the Offshore Atlantic Accords. As the majority of the payments are related to revenues, the planned spending trend fluctuates depending on a number of factors such as production and pricing levels.
• A decline in program funding profile for several programs, the most significant of which are:
  • ecoENERGY for Biofuels;
  • Wind Power Production Incentive; 
  • Port Hope Area Initiative; and,
  • Forest Innovation and Expanding Market Opportunities
• The sunsetting of several programs or initiatives in 2014-15 and 2015-16, including:
  • Clean Energy Fund;
  • ecoENERGY Innovation Initiative;
  • ecoENERGY Efficiency;
  • Grant to the Canada Foundation for Sustainable Development Technology; 
  • Stakeholder Engagement Outreach and Advertising;
  • Climate Change Impacts and Adaptation;
  • Satellite Station Facilities;
  • Isotope Technology Acceleration Program; and
  • Major Projects Management Office Initiative.

NRCan recognizes that some of the aforementioned sunsetting programs may continue, which depending on the amount of renewal, could level the spending trend in temporary funding over the period 2014-15 to 2016-17. 

For the explanation on variances in actual expenditures and forecasted spending between 2011-12 and 2013-14, refer to the analysis included in the Departmental Spending Trend section.

Alignment to Government of Canada Outcomes

2014-15 Planned Spending by Whole-of-Government-Framework Spending Area (dollars)

Strategic Outcome	Program	Spending Area	Government of Canada Outcome	2014-15 Planned Spending
1 Canada’s Natural Resource Sectors are Globally Competitive	1.1 Market Access and Diversification	Economic Affairs	Strong Economic Growth	56,085,530
	1.2 Innovation for New Products and Processes	Economic Affairs	Strong Economic Growth	67,598,586
	1.3 Investment in Natural Resource Sectors	Economic Affairs	Strong Economic Growth	55,641,175
	1.4 Statutory Programs – Atlantic Offshore	Economic Affairs	Strong Economic Growth	1,293,425,000
2 Natural Resource Sectors and Consumers are Environmentally Responsible	2.1 Energy-Efficient Practices and Lower-Carbon Energy Sources	Economic Affairs	A Clean and Healthy Environment	464,018,045
	2.2 Technology Innovation	Economic Affairs	A Clean and Healthy Environment	150,090,774
	2.3 Responsible Natural Resource Management	Economic Affairs	A Clean and Healthy Environment	179,373,009
3 Canadians have Information to Manage their Lands and Natural Resources, and are Protected from Related Risks	3.1 Protection for Canadians and Natural Resources	Economic Affairs	A Safe and Secure Canada	55,878,528
	3.2 Landmass Information	Economic Affairs	A Safe and Secure Canada	53,620,414

Total Planned Spending by Spending Area (dollars)

Spending Area	Total Planned Spending
Economic Affairs	2,534,650,611
Social Affairs	-
International Affairs	-
Government Affairs	-

Departmental Spending Trend

For the fiscal year 2011-12 and 2012-13, actual spending represents the actual expenditures as reported in the Public Accounts. For fiscal year 2013-14, the forecast spending represents forecasted expenditures as of the end of November 2013. For the period 2014-15 to 2016-17, the planned spending reflects approved funding by Treasury Board to support the departmental strategic outcomes.

As indicated in the chart above, NRCan’s forecast spending for 2013-14 is $2.170 billion, a decrease of $1.182 billion, or 35%, from 2011-12 spending of $3.352 billion. This decrease is mainly due to:

• A reduction under the Offshore Atlantic Accords (Accords), which are associated with offshore agreements between the Government of Canada and the provinces of Nova Scotia and Newfoundland and Labrador. As the majority of the payments are related to revenues, the actual and forecasted spending trend fluctuates depending on a number of factors such as production and pricing levels.
• A variation in program spending:
  •  Decrease in the Clean Energy Fund; 
  •  Decrease in ecoENERGY for Biofuels;
  •  Increase in ecoENERGY Innovation Initiative;
  •  Increase for the Investment in Forest Industry Transformation Program; and
  •  Increase in ecoENERGY for Renewable Power.
• The sunsetting of the following programs in 2011-12:
  • Pulp and Paper Green Transformation Program;
  • ecoENERGY Retrofit – Homes Grant Program; and
  • ecoENERGY Technology Initiative.
• The saving measures announced in Budget 2012. 

For the explanation on variances in planned spending between 2014-15 and 2016-17, refer to the analysis included in the Planned Expenditures section.

Estimates by Vote

For information on NRCan’s organizational appropriations, please see the 2014-15 Main Estimates publication^xvi.

Contribution to the Federal Sustainable Development Strategy (FSDS)

The 2013-16 Federal Sustainable Development Strategy (FSDS)^xvii, tabled on November 4, 2013, guides the Government of Canada’s 2013-16 sustainable development activities. The FSDS articulates Canada’s federal sustainable development priorities for the three year period, as required by the Federal Sustainable Development Act. 

NRCan contributes to the following themes of the FSDS as denoted by the visual identifiers below:

   

Goal 1 of Theme I aims to mitigate the effects of climate change and reduce greenhouse gas emission levels. This goal is consistent with NRCan’s second strategic outcome, namely Natural Resource Sectors and Consumers are Environmentally Responsible. The commitments supporting this goal fall under the following sub-programs:

• 2.1.1 – Renewable Energy Deployment
• 2.1.2 – Support for Clean Energy Decision-Making
• 2.1.3 – Alternative Transportation Fuels
• 2.1.4 – Energy Efficiency
• 2.2.1 – Materials for Energy
• 2.2.2 – Green Mining
• 2.2.3 – Clean Energy Science and Technology

NRCan will also undertake work to specifically address the impacts of climate change through commitments aligned to sub-program 3.1.4 – Climate Change Adaptation.

Goal 3 of Theme II seeks to protect and enhance water so that it is clean, safe and secure for all Canadians and supports healthy ecosystems. This goal is consistent with NRCan’s second strategic outcome, namely Natural Resource Sectors and Consumers are Environmentally Responsible. The commitments that support this goal fall under the following sub-programs:

• 2.3.2 – Groundwater Geoscience
• 2.3.4 – Radioactive Waste Management

Goal 4 of Theme III is related to NRCan’s third strategic outcome, namely, Canadians have Information to Manage their Lands and Natural Resources, and are Protected from Related Risks. The commitments support this goal fall under the following sub-programs:

• 3.1.1 – Explosives Safety and Security
• 3.1.2 – Materials and Certification for Safety and Security
• 3.1.3 – Forest Disturbances Science and Application
• 3.1.5 – Geohazards and Public Safety

NRCan will also conduct work on sustainable forest management, which is a target under Goal 5 Efficient economic and ecological use of resources – Production and consumption of biological resources.

Goal 4 of Theme IV aims to reduce the carbon footprint and energy consumption of federal operations. NRCan will support this through commitments carried out under program activity 4.1 – Internal Services.

All of the commitments under these sub-programs are further explained in Section II of this document.

NRCan also ensures that its decision-making process includes consideration of the FSDS goals and targets through the Strategic Environmental Assessment (SEA) process. An SEA for policy, plan or program proposals includes an analysis of the impacts of the given proposal on the environment, including on the FSDS goals and targets. The results of NRCan’s Detailed SEAs are made public when respective initiatives are announced, demonstrating that environmental factors were integrated into the decision-making process.

For additional details on NRCan’s activities to support sustainable development, see Section II of this RPP and the departmental website. For complete details on the Strategy, please see the Federal Sustainable Development Strategy^xviii website.