Natural Resources Canada Accessibility Action Plan 2022–2025: Year 2 Progress Report (2024)

Table of Contents

• Alternate formats
• Executive summary
• Consultations
  • AccessAbility Network
  • Natural Resources Canada Accessibility Advisory Council
  • Natural Resources Canada’s Executive Oversight Committee
  • Targeted consultations
  • Consultation with offices of primary interest
• Feedback
  • How we collected feedback
  • Evaluating our feedback methods
  • How we are taking feedback into consideration
• NAAP Priority Areas
  • Culture shift
  • Accommodation
  • Employment
  • Built environment
  • Information and communication technologies (ICT)
  • Communication other than ICT
  • Design and delivery of programs and services
  • Procurement of goods, services, and facilities
  • Transportation
• Lessons learned
  • Implementation
  • Consultation
  • Reporting
• Conclusion
• General
  • Members of the public
  • Natural Resources Canada employees
  • Feedback by mail
  • Feedback through official departmental social media channels
  • Feedback processes
  • Designated person

Alternate formats

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Executive summary

This second progress report for the implementation of the 2022–2025 NRCan Accessibility Action Plan (NAAP) is a summary of the actions taken to date in support of the Accessible Canada Act’s goal of achieving a Canada without barriers on or before January 1, 2040.

The progress report highlights the actions taken over the course of 2024. Some of the highlights are new actions and some are milestones or continuations of larger projects that were started in 2023 or earlier. Included are actions taken in nine priority areas: culture shift, accommodation, employment, built (or work) environment, information and communication technology (ICT), communication other than ICT, the design and delivery of programs and services, procurement of goods, services, and facilities, as well as transportation. The department designated culture shift and accommodation as stand-alone priority areas, as key elements in creating a more accessible department.

The actions highlighted in the progress report below are categorized according to the commitments made under each priority area of the NAAP and as indicated in the Implementation Strategy. This strategy was co-developed with the AccessAbility Network and offices of primary interest with SMART objectives that included timelines and accountabilities.

Overall, some progress was made in all priority areas, and the need for renewed action and engagement was a key piece of feedback received during the consultation process. This was especially true when looking at emerging events, such as the response to the Direction on prescribed presence in the workplace, where the need for accommodation and an understanding of ableism is amplified. NRCan will also review and re-evaluate ongoing actions from the 2022–2025 NRCan Accessibility Action Plan and will incorporate and modify outstanding items in its next action plan as appropriate.

We have learned many lessons through the development of this progress report, and NRCan will continue to work with the AccessAbility Network as well as other key stakeholders to ensure that these lessons inform our 2025–2028 NRCan Accessibility Action Plan. As indicated in our Plan, NRCan recognizes that this is an ongoing commitment.

Consultations

While the Accessible Canada Act uses the term “persons with disabilities,” we will be using the term “persons with diverse abilities” throughout this report as part of the culture change element of this initiative.

NRCan consulted with several stakeholder groups to prepare the departmental progress report and wishes to thank them for their valuable contribution. These consultations helped to appropriately capture initiatives related to our accessibility priorities as well as identify new and persisting barriers.

AccessAbility Network

In fall 2023, the NRCan AccessAbility Network launched informal virtual drop-in sessions. These are regular, unstructured 50-minute blocks of time using MS Teams for members of the network to come together as a community. Meetings were held nine times between September 2023 and November 2024. During this time, participants could talk about what is on their minds, share lived experiences, listen to each other, and give and receive support in a trusted space.

From those discussions and concerns raised to the Network, co-chairs relayed anonymized feedback to the Human Resources Branch on an average biweekly basis, in addition to meetings with the Office for Inclusion, Diversity, Equity and Accessibility (O-IDEA) or the newly established Ombuds Office. The generalized feedback was also provided in meetings between NRCan’s deputies and the AccessAbility Network co-chairs. The most commonly recurring feedback was related to accommodation, especially with respect to the Direction on prescribed presence in the workplace.

Natural Resources Canada Accessibility Advisory Council

The Natural Resources Canada Accessibility Advisory Council (NAAC) was one of the main avenues for consultation across the department. The NAAC is the result of collaboration between the AccessAbility Network, the Human Resources Branch, and the Office for Inclusion, Diversity, Equity and Accessibility. Feedback received through the NAAC echoed that received at the AccessAbility network meetings about accommodation and the Direction on prescribed presence in the workplace.

Natural Resources Canada’s Executive Oversight Committee

Natural Resources Canada’s Executive Oversight Committee for Accessibility was established following the publication of the Natural Resources Canada Accessibility Action Plan. The membership is composed of a responsible executive for each priority area. During the quarterly meetings, the membership was asked to provide information on the obstacles to implementation that they had encountered. These meetings also provided an opportunity for members to discuss actions they were taking in response to employee feedback they had received. The terms of reference were also discussed to ensure efficiency and engagement, and to respond to feedback provided in NAAC meetings and through departmental feedback channels on new and emerging issues.

Targeted consultations

As part of addressing larger emerging issues in the department, there were several consultations with members of the AccessAbility Network on topics involving various stakeholder groups. As with other consultations, the feedback provided respected the confidentiality of members and was kept general in nature. Specific topics included but were not limited to:

• Duty to Accommodate Training for managers on behalf of the Accommodation Centre of Expertise
• Self-identification
• Modernization of the Employment Equity Act
• Scents/volatiles in the workplace leading to the creation of a working group for this specific topic
• Progress on the Clerk’s Call to Action

In addition to the feedback provided on accommodation, other comments focused on priority areas such as scents/volatiles in the workplace. Feedback also highlighted the importance of continued engagement from all levels of management in accessibility-related topics and provided important insight on improving consultation practices and methods.

Consultation with offices of primary interest

Certain partners, like the Technology Accessibility Centre and the Office for Inclusion, Diversity, Equity and Accessibility, interact frequently with persons with diverse abilities in the department. These key offices of primary interest were invited to review early iterations of the Progress Report and were invited to share the feedback they received from their interactions. In turn, the feedback from these consultations is included in the respective priority areas below.

Feedback

Below is a snapshot of the feedback received during the consultations. This feedback relates to the implementation of our accessibility plan and the barriers to accessibility that continue to persist at NRCan. Although feedback mechanisms are available to members of the public, we only received feedback related to accessibility from NRCan employees.

Actions undertaken to address the feedback presented below are identified in the “Priority Areas” section of this report.

Figure 1 - Distribution of Feedback by Priority Area in 2024

How we collected feedback

The department allows for anonymous or identified feedback from members of the public and employees by mail, phone, electronic form (CFAQS), and email. This included leveraging technology to enable anonymous participation in live consultation meetings. Information on NRCan’s accessibility feedback procedures can be found on our “Accessibility feedback process” web page.

This year, we have also included feedback that was provided directly to the AccessAbility Network or to offices of primary interest in our data collection. Employees used the different feedback methods at the frequencies shown below. Please note that a data point is not necessarily representative of a single person’s feedback as feedback is often collected, summarized, and sent as a collection of comments.

Figure 2 - Distribution of feedback methods in 2023 and 2024

It should be noted that feedback from the AccessAbility network and from offices of primary interest (OPI) was not included in the Year 1 progress report at the time of publication. The lack of data for this category in 2023 is not due to a lack of feedback received through these channels.

Evaluating our feedback methods

Various means were used to obtain feedback. Anonymous participation continues to be the preferred way of providing accessibility feedback (Figure 3), which demonstrates the importance of investing in these means and developing best practices for their use. Therefore, we will address the following considerations:

• Online form: Provides the opportunity for anonymous correspondence; however, we will examine the possibility of increasing the character limit, as this did pose a barrier to individuals who wanted to provide more comprehensive feedback.
• NAAC: We will continue to pilot the use of Microsoft Premium, as the lack of anonymity offered by standard issued Microsoft licenses may lead organizers to pursue other platforms that do provide this feature.

Given the need for collective leadership and ownership from responsible parties, we will also:

• investigate a more formal, standardized tracking system that ties into existing reporting capabilities.
• look to improve the visibility of our online form, while also removing barriers to its use and supporting OPIs in using the platform.

Figure 3 - Distribution of named and anonymous feedback received in 2024

How we are taking feedback into consideration

Feedback from the network and employees not only shapes the content of our progress reports but also continues to guide future agenda topics for discussion at the NAAC. Additionally, the records of these discussions serve as important reference points for deliberations at the executive oversight committee meetings.

The valuable insights gathered through this feedback provide the Human Resources Branch with a deeper understanding of barriers and concerns, which are shared with departmental colleagues. This collaborative effort equips the Human Resources Branch to better support their colleagues in understanding their obligations and facilitating meaningful conversations with the networks as needed.

Despite these efforts, not all the issues raised can be fully addressed within the current life cycle of this plan. These unresolved matters will be given careful consideration in future iterations of the NRCan Accessibility Action Plan. This iterative approach ensures that the department continues to fulfill its Duty to Accommodate by refining policies, practices, and workplace adaptations to enable equal access and full participation for every employee and member of the public.

On the topic of prescribed presence in the workplace, NRCan remains committed to gathering feedback through its Hybrid Work feedback form. This feedback informs ongoing improvements, such as the recent introduction of the manager’s guide to the hybrid workplace, the development of new information session topics, updates to FAQs and resources, and enhancements to communications.

Continued efforts will be essential to building an inclusive and adaptable workplace where every individual can thrive.

Priority Areas

The commitments identified in the 2022–2025 NRCan Accessibility Action Plan came from within the department. They were commitments that were co-developed with the NRCan AccessAbility Network, through the department’s consultation, collaboration, and engagement with all employees. We recognize that the actions taken to date are just the start, and that this work is ongoing. Where activities are incomplete or in progress, they will be reviewed and incorporated into our 2025–2028 NRCan Accessibility Action Plan, as appropriate.

NRCan has dedicated resources within its Human Resources Branch and the Office for Inclusion, Diversity, Equity and Accessibility (O-IDEA) leading the initiatives below. The work is also supported by sector-level ambassadors and network volunteers. Progress would not be possible without these individuals.

The department remains committed to continuously monitoring progress and acknowledges that these commitments will evolve as new feedback emerges, as momentum builds, and as organizational maturity increases. It is also worth noting that many of our actions under these priority areas depend on directives and action undertaken by external partners such as the Treasury Board Secretariat, Shared Services Canada, Public Services and Procurement Canada, and the Public Service Commission.

Culture shift

As part of the 2022–2025 NRCan Accessibility Action Plan (NAAP) and in alignment with the “Culture shift” priority area, some progress has been made. However, much work remains to ensure sustained impact and meaningful change to create a work environment where persons with diverse abilities are respected, considered, and empowered. The initiatives below demonstrate the steps taken so far.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• subconscious ableist mindsets
• little awareness of accessibility and its impacts on the workplace
• strained resources within the employee network
• lack of comprehensive and easily accessible representative data

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress under the “Culture shift” priority area:

1. Recognizing ableism
   • Harassment and Violence Prevention training: The Harassment and Violence Prevention Program (HVPP) offers training sessions to equip employees with tools to recognize, prevent, and address workplace harassment and violence. The first session drew approximately 70 participants, and five additional sessions are planned for late 2024 and early 2025. While this is a positive start, further efforts are needed to expand participation and embed these principles across the organization.
   • Ombuds Office: Launched in 2024, the Ombuds Office provides a confidential and impartial space for resolving workplace conflicts and monitors trends to encourage a more inclusive workplace. While this initiative addresses some systemic issues, continued support and advocacy are essential to address the barriers faced by employees with diverse abilities.
   • Psychological safety presentation: The AccessAbility and Pride Networks hosted a virtual workshop on the intersection of psychological safety and inclusion, diversity, equity, and accessibility (IDEA). Participants gained insight into marginalization in a neurotypical world. This activity supports the department’s Mental Health Strategy goals of aligning with the National Standard for Psychological Health and Safety in the Workplace.

2. Increased awareness
   • Living Library: The annual Living Library event in June 2024 provided opportunities for meaningful conversations, helping participants understand diverse perspectives. Persons with diverse abilities were featured prominently, and the event was well attended across the department.
   • Internal news articles: NRCan’s intranet, The Source, featured various articles to promote understanding of diverse abilities, including personal stories in the NRCan First Person column and coverage of commemorative events like National Accessibility Week, the International Day of Persons with Disabilities, and National Disability Employment Awareness month.

3. Increased support to the AccessAbility Network
   • Performance management agreement templates: A new tool was created that helps managers recognize employee contribution to networks and communities, allowing these efforts to be reflected in performance agreements.
   • Streamlined support requests: The MyNRCanServices platform now automates and tracks requests for administrative, financial, and event support from the Human Resources Branch, ensuring efficient processing and timely resolution.
   • Senior leadership advocacy in high priority areas: The Office for Inclusion, Diversity, Equity and Accessibility (O-IDEA) chaired a working group on workplace scents/volatiles, responding to AccessAbility Network feedback. Broader advocacy and targeted actions continue to be required to address diverse workplace needs more comprehensively. O-IDEA also supported the Network in developing communications and briefing notes for senior leadership engagement.

4. Increased support to the AccessAbility Network
   • Data workshop: In February 2024, a workshop on data literacy and management emphasized evidence-based decision-making using tools like the Public Service Employee Survey (PSES). Management from the Human Resources Branch attended.
   • Public Service Employee Survey results: Findings from the 2022 PSES specific to persons with diverse abilities were presented broadly, through the NRCan Accessibility Advisory Council as well as the Inclusion, Diversity, Equity and Accessibility Advisory Council. These results will inform the next iteration of the NRCan Accessibility Action Plan.

By the end of Year 2, 80% of actions under this priority area were categorized as “in progress.” NRCan remains committed to building on these initiatives, incorporating feedback, and developing performance indicators to measure impact and guide future commitments.

Accommodation

Accommodation is the second stand-alone priority area, and we recognize that timely and relevant workplace accommodation is essential for fostering inclusion of and equity for persons with diverse abilities. Effective accommodation positively influences workplace experiences, enhances interactions, boosts morale, and empowers employees to thrive and grow in their careers.

However, we also recognize that the highlights below represent only a fraction of the feedback received and do not fully address the range of barriers identified. This underscores the need for further action and improvement.

To address these challenges, NRCan is committed to investing resources in developing a more standardized intake system for workplace accommodation. This system aims to enhance transparency, clarify roles and responsibilities within the process, and significantly reduce waiting times for employees to receive the accommodation they need.

While progress is being made, there is still work to be done to ensure that every employee has equitable access to the tools and support necessary to succeed.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• little awareness of roles and responsibilities in the accommodation process
• little understanding of the accommodation process, which led some people to equate accommodation requests with disciplinary measures
• lack of clarity in the existing accommodation process
• accommodation denials related to local budgets and funding
• insufficient support to employees and managers in navigating accommodation requests
• delays in fulfilling accommodation requests

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress under the “Accommodation” priority area:

1. Continue establishing the Accommodation Centre of Expertise (ACE) and its mandate
   • Standardized process: ACE published web pages on the department’s internal site to guide employees and managers through workplace accommodation steps. These pages, along with resources from the Technology Accessibility Centre (TAC), have reached over 1,000 users and are informing discussions on process improvements

2. Increase awareness of the accommodation process
   • Communication campaign: ACE collaborated with NRCan Communications to launch an internal campaign explaining its services and how to access them.
   • Resources: With increased in-office presence, ACE developed resources like “Supporting Your Return to the Office” and “Examples of Possible Accommodation Measures,” accessed by 300+ employees. TAC also created a personalized guide to adapting to shared workstations.

3. Examine centralized funding for accommodation
   • ACE proposed a Central Accommodation Fund pilot to better track and manage resources via the departmental service management system. This initiative aligns with the Federal Public Service Accessibility Strategy and aims to remove barriers for smaller organizational units, where fewer funds are available.

4. Increase support to employees in requesting accommodation and talking with managers
   • Information sessions: ACE hosted four sessions for 45 participants, equipping managers with tools to fulfill their duty to accommodate.
   • Senior management performance management: Performance management templates for executives include commitments to proactively support workplace accommodation.

5. Reduce delays in processing accommodation requests
   • Government of Canada Workplace Accessibility Passport: Until the official launch of a renewed public service wide form, ACE continues to promote the GC Workplace Accessibility Passport, a tool to expedite requests and improve manager-employee conversations. It was also highlighted in manager training sessions.

Accommodation underpins all priority areas, with amplified challenges due to the workplace presence mandate. NRCan has made progress, with 75% of the actions under the 2022 Accessibility Action Plan categorized as “in progress” by the end of Year 2.

NRCan will continue to refine its services, leverage feedback, and develop performance indicators to measure impact and guide future efforts.

Employment

Natural Resources Canada’s strength lies in its diverse workforce and leveraging its diversity of identities, perspectives, and experiences. By reducing barriers to recruitment, development, and retention, we can ensure that our workforce is representative of the Canadians we serve, while fostering talent, creativity, and innovation.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• delayed or lack of access to flexible language training and testing opportunities and accommodation
• unequal access to development opportunities
• inconsistency in accommodation offerings and provision across various stages of the hiring process
• unfair performance management practices
• difficulty in finding information on programs, services, and opportunities early in one’s career
• delays in obtaining the necessary equipment, tools, and information, both at the start of and throughout one’s career

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Employment” priority area:

1. Improve access to second official language training and testing opportunities and accommodation
   • Second Official Language training school: The NRCan Language School is exploring accessibility training for its teachers and staff to enhance curriculum and delivery methods, with ongoing consultations with the AccessAbility Network.
   • The Language school has doubled its capacity since 2022, offering part-time and hybrid training. Priority is given to equity-seeking employees during registration.

2. Provide equitable access to development opportunities
   • Talent management pilot: The Human Resources Branch is launching a new framework, integrating feedback from employee networks and past lessons learned. While progress is being made, the framework must actively remove barriers to career progression for employees with diverse abilities.

3. Adopt tools and practices to improve accessibility and consistency of accommodation offered in the hiring process and recruitment initiatives
   • Barrier Removal Tools: NRCan has adopted Public Service Commission tools and delivered barrier-free hiring sessions to all staffing advisors. Consistent follow-up is needed to ensure the integration of these practices.
   • Inclusive templates: Letters of offer and recruitment communications now highlight accommodation options as a way of promoting conversations early in the employee onboarding process.

4. Create and improve professional and personal development opportunities for people with diverse abilities, and promote wellness and health initiatives
   • Mental Health Initiatives: In addition to events hosted during Mental Health week, NRCan provides mental health resources and encourages open dialogue about wellness. The department’s wellness toolkit equips managers to better support their teams.
   • Wellness Space: In accordance with NRCan’s continued efforts to promote wellness and inclusion in the workplace, a new Multi-Purpose Wellness Space has been inaugurated and used 130+ times since October 2024. Ongoing conversations will help further adapt the space to employee needs and ensure inclusive usage.

5. Streamline the accommodation process, starting with but not limited to the onboarding process
   • Performance and onboarding tools: Guidance documents now include links to the Accommodation Centre of Expertise (ACE) and Technology Accessibility Centre (TAC). Managers and employees are encouraged to discuss accommodation early, but further simplification and monitoring of the process are needed to address delays.

6. Align with other departmental and interdepartmental priorities
   • Public-service-wide goal: NRCan has increased the representation of persons with diverse abilities from 186 to 497 since 2019, meeting workforce availability goals and contributing to the government’s target of hiring 5,000 net new persons with disabilities by 2025. While recruitment is strong, retention and career progression strategies continue to be a focus.

At the end of Year 2 of the 2022–2025 NRCan Accessibility Action Plan, 63% of actions under this priority area are “in progress.” While this demonstrates steady advancement, feedback-driven refinements and performance indicators are essential to measure impact, address gaps, and guide future commitments effectively.

Built environment

Natural Resources Canada recognizes that creating an accessible workplace goes beyond physical structures. Accessibility includes non-structural factors like noise, lighting, and scent sensitivities, which also apply to off-site work locations. To reflect this broader scope, we will use the term “work environment” instead of “built environment,” as referenced in the strategy and the Accessible Canada Act.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• noxious conditions created by renovations and workspace modifications
• concerns about emergency procedures in a variety of work environments
• lack of knowledge, especially as it pertains to the invisible features of the work environment, such as environmental sensitivities
• buildings, laboratories, or features that do not comply with federal codes, or seasonal contractors who do not comply with directives for environmental disruptions

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “built environment” priority area:

1. Create a work environment that is free of physical and environmental disruptions and barriers wherever possible
   • Accessibility in NRCan Laboratories: NRCan launched a Community of Practice for Inclusive Science and Accessible Labs, engaging academia and organizations like the Rick Hansen Foundation. A hybrid Interdepartmental Workshop on Inclusive Science and Accessible Labs (ISAL) in February 2024 brought together 100+ participants and extended the pilot project to additional sites, including CanmetENERGY in Alberta and Geological Survey labs in Ontario. Despite some progress, sustained efforts are needed to embed accessibility in all labs across NRCan.
   • Working alone directive (Draft): A finalized draft outlines safety protocols for employees working alone or in isolation. The aim of this directive is to eliminate or reduce risks faced by employees working alone or in isolation—in person, virtually, or in remote locations—and to ensure that the safety of persons with diverse abilities is always top of mind.

2. Update security and emergency procedures
   • Promoting emergency procedures: Emergency Preparedness Week 2024 included updated resources for registering employees requiring assistance. Individualized emergency plans have increased registrations sixfold since 2023, demonstrating positive momentum that must be maintained.
   • Floor-specific emergency support: At its National Capital Region location, NRCan increased Floor Emergency Wardens by 65% through a recruitment campaign and added emergency chairs on each floor for evacuations. These enable Floor Emergency Wardens to help a Person Requiring Assistance to navigate stairs should they need to be evacuated.
   • Hazard Prevention Guide: A draft Hazard Prevention Guide supports the NRCan Hazard Prevention Program Directive, focusing on identifying and mitigating workplace risks. The guide builds on the identification of risk and how to mitigate and control risks through the implementation of hazard controls.

3. Address non-compliance
   • Scents/volatiles in the workplace: In response to feedback, a working group was created to address barriers caused by scented products and volatiles. Continued action is needed to enforce compliance and educate employees about these policies.
   • Occupational Health Evaluation Directive (Draft): A new directive aims to close gaps in health evaluations to ensure employees meet occupational requirements.

At the end of Year 2, 93% of actions under this priority area in the 2022–2025 NRCan Accessibility Action Plan are “in progress.” While this reflects significant advancement, NRCan must build on this momentum, using feedback to refine efforts and developing performance indicators to measure outcomes and guide future commitments.

Information and communication technologies (ICT)

Accessibility in information and communication technology (ICT) is essential for productivity and inclusion. Without it, employees with diverse abilities cannot perform to their full potential or contribute fully to their teams. Natural Resources Canada is committed to supporting managers in meeting the needs of all employees, regardless of ability, work location, or career status.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• lengthy procurement process
• difficulty navigating the accommodation processes for ICT, for both managers and employees
• difficult access to internal and external tools, platforms, and applications
• lack of monitoring and tracking
• little user support
• difficulty using accessibility tools

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Information and Communication Technologies” priority area:

1. Streamline the procurement of ICT

   The NRCan Technology Accessibility Centre (TAC) provides workplace assessments and maintains an equipment library with over 75 specialized devices and adaptive software. Accessible to all employees nationwide, TAC allows staff to borrow equipment for trial before purchase, ensuring suitability and reducing equipment abandonment. All tools meet security and official language requirements, streamlining procurement and minimizing delays. In addition to the more than 300 various requests for guidance, TAC assisted employees in the following ways:

Figure 4: Distribution of Technology Accessibility Centre services in 2024

2. Map the ICT accommodation process for both managers and employees

   The Accommodation Centre of Expertise has mapped the ICT accommodation process, directing users to the Technology Accessibility Centre (TAC) for technology and workstation support. This connection is emphasized in a manager learning series to help managers address requests. Additionally, an agreement with a government-wide service provider facilitates more complex requests.

3. Assess the accessibility of internal platforms and applications
   • M365 Functionalities: NRCan has expanded the use of M365 tools, including PowerPoint Live and transcription for meetings. An article titled “Exploring Microsoft 365’s Accessibility Features” was published, offering resources and training.
   • Adoption of accessible default font: As part of our commitment to fostering an inclusive workplace, Calibri 12-point is now the standard font across NRCan’s digital platforms, enhancing accessibility for diverse needs.

4. Improve metrics related to ICT accessibility issues
   • Tracking requests: TAC uses the MyNRCanServices portal to track the 750+ requests for ICT support, with each ticket often requiring several hours to address. It has also implemented a system to track and monitor the use of the pilot Central Accommodation Fund.

5. Increase support for ICT users
   • Accessibility support in M365: The M365 team tracks accessibility-related requests and has developed a dedicated support page for M365 users. This page will also provide resources for employees looking to enhance their use of accessibility tools.
   • Corporate template support: NRCan introduced accessible corporate PowerPoint and Word templates to ensure consistent and accessible communication. Training tools are being developed to further assist employees.

As of Year 2 of the 2022–2025 NRCan Accessibility Action Plan, 56% of actions under this priority area are “in progress.” NRCan will continue refining these actions based on feedback and will develop performance indicators to measure their impact and guide future initiatives.

Communication other than ICT

Accessible communications benefit all employees, but they are especially crucial for removing barriers for persons with diverse abilities, both visible and invisible. This fosters greater participation in the workplace with fewer challenges. Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• resistance to accessibility standards
• difficulties in procuring accessible official language services
• challenges finding information on the intranet
• a general lack of awareness about accessibility initiatives

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Communication other than ICT” priority area:

1. Increase understanding of accessible communications and their benefits

   NRCan’s Communications and Portfolios Sector is establishing a dedicated team to ensure that digital publications and external communications meet high accessibility standards in line with Government of Canada policies. This team will guide accessibility considerations from the start of each initiative.

2. Centralize information on the intranet

   NRCan is reviewing intranet navigation and content to centralize accessibility resources, promote feedback, and make it easier for employees and managers to access information, improving confidence in accessibility matters.

3. Add visibility to accessibility initiatives, tools, and resources

   The Communications and Portfolios Sector is promoting government-wide accessibility events, such as the Canadian School of Public Service’s Accessibility Learning Series and is continuing to review and centralize internal content related to accessibility.

4. Explore ways of expediting procurement of accessible communication services

   The Human Resources Branch has published guidelines on securing accessible services, such as simultaneous translation and sign-language interpretation. Steps are also being taken to establish a procurement process for external vendor services, ensuring compliance with accessibility standards for PDFs, forms, and video content.

As of Year 2 of the 2022–2025 NRCan Accessibility Action Plan, 67% of actions under this priority area are “in progress.” NRCan will continue refining these actions based on feedback and will develop performance indicators to measure their impact and guide future efforts.

Design and delivery of programs and services

Once information is centralized and processes clarified, NRCan expects programs and services to be more accessible for both employees and Canadians, especially those with diverse abilities.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• difficulty finding all the relevant information on a particular program or service
• inaccessible resources within the programs offered

Program designers and owners themselves also reported having little awareness of accessibility issues and struggled to understand and apply relevant demographic data to the design and delivery of their programs.

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Design and delivery of programs and services” priority area:

1. Streamline information on programs and services

   NRCan encourages its sectors to integrate accessibility into their sector- and branch-level planning. The Office for Inclusion, Diversity, Equity and Accessibility facilitates regular meetings with sector leads to emphasize accessibility, and coordinates efforts. O-IDEA also supports sectors in incorporating accessibility into their Integrated Business Plans, ensuring it is formally addressed alongside diversity and equity initiatives.

2. Improve accessibility of supporting documents and resources for programs and services

   To make sure that each sector makes their programs and services as accessible as possible, the Human Resources Branch and O-IDEA have continued to work together to build in-house expertise and provide presentations and guidance to NRCan branches, sectors, and teams on how accessibility applies to their areas of expertise and their business plans.

3. Increase the knowledge of program designers and owners

   NRCan is developing an inclusive guide to the hybrid workplace, which will cover accessibility considerations for workplace accommodation, virtual and in-person meetings, and hybrid events. It will also provide best practices and resources for co-creating programs for persons with diverse abilities.

4. Enhance data literacy

   NRCan’s Inclusive Science Research Study, a collaboration between O-IDEA and the Canadian Forest Service, aims to build inclusive capacity in science teams. The project includes a digital self-assessment tool to help teams integrate Inclusion, Diversity, Equity, and Accessibility principles, along with Gender-based Analysis Plus (GBA+).

By the end of Year 2 of the 2022–2025 NRCan Accessibility Action Plan, 64% of actions under this priority area are “in progress.” NRCan will continue refining actions based on feedback and develop performance indicators to measure impact and guide future commitments.

Procurement of goods, services, and facilities

The Finance and Procurement Branch is essential for NRCan to fulfill its commitments and initiatives. Despite challenges like market availability and fiscal constraints, progress continues under the procurement priority area.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• lack of knowledge about the obligations and options for purchasing products and services
• dismissal of the negative impacts of inaccessible products on employees and productivity
• insufficient criteria in the Statement of Work (SoW) that allow accessibility to be ignored

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Procurement of goods, services, and facilities” priority area:

1. Increase understanding of accessible procurement obligations

   The Procurement team in NRCan’s Finance and Procurement Branch has delivered 11 training sessions on accessible procurement to over 900 business owners. This training will continue annually in both official languages. Additionally, the creation of the Procurement Center of Excellence enhances guidance on accessible procurement.

2. Increase awareness of the impacts of accessible procurement

   Business owners can now access the accessibility justification form directly within the eProcurement system when submitting procurement requests, thus streamlining the process.

3. Strengthen the statement of work criteria

   The NRCan Request for Proposal (RFP) template now includes requirements for accessible procurement, instructing users to address accessibility in the SoW and evaluation criteria when relevant. NRCan has also transitioned to commodity-based procurement, allowing for more targeted knowledge-building on accessibility in specific areas and improving the quality of accessibility-related criteria in SoWs.

Progress under this priority area stands at 57% as of Year 2 in the 2022–2025 NRCan Accessibility Action Plan. NRCan will continue to refine these actions and develop performance indicators to assess their impact.

Transportation

As a science-based department, we acknowledge that some fieldwork situations may be inherently inaccessible and are bona fide occupational requirements. However, there are opportunities for individuals with diverse abilities to participate in fieldwork safely. Additionally, we are exploring how transportation can support our broader commitments in employment and cultural shift.

Our progress contributes to reducing the following barriers identified in our 2022–2025 NAAP for this priority area:

• inaccessible and biased fieldwork assessments
• outdated operating assessments
• lack of consideration given to the implications of off-site team gatherings
• lack of consideration to barriers related to off-site training

Within the 2022–2025 NAAP’s broader commitments, we are highlighting the following progress over the last year under the “Transportation” priority area:

1. Vehicular accommodation

   NRCan is working with Shared Services Canada to enhance its travel management application, ensuring accommodation needs are retained in employee profiles to streamline approvals.

2. Accessible parking

   The Centre of Expertise for architecture, design, and environment is optimizing accessible parking and ensuring electric vehicle charging is accessible to all employees.

At the end of Year 2, 50% of the actions in the 2022–2025 NRCan Accessibility Action Plan under this priority area are “in progress.” NRCan will continue to build on these actions and develop performance indicators to measure impact and guide future commitments.

Lessons learned

As we reach the midpoint of the first NRCan Accessibility Action Plan, key lessons have emerged around implementation, consultation and reporting:

Implementation

The fluid nature of our implementation strategy has allowed the NRC an Accessibility Action Plan to evolve but it has also led to confusion, especially with turnover and competing priorities. Going forward, integrating SMART objectives directly into the NAAP will simplify the process and reduce confusion.

Consultation

We plan to have more proactive, regular check-ins with employees and leadership to promote cultural shifts and ensure feedback is collected in a safe, anonymous space. The NRCan Accessibility Advisory Council and Executive Oversight Committee on Accessibility will have a renewed mandate to emphasize lived experiences and foster collaboration.

Reporting

The reporting burden on offices of primary interest (OPI) has led to some duplication and missed opportunities. To address this, we will discuss best practices and governance structures for better data management and create more meaningful performance indicators for the next plan in 2025.

Conclusion

At the end of Year 2, 21 actions have been completed, 61 are in progress, and 37 have not started. While these results show progress, they also underscore the significant work still required to improve efficiency and effectiveness. The lessons learned thus far will be essential in driving more meaningful action as we work toward a more inclusive and accessible workplace. We recognize that much remains to be done, and it is crucial that we build on this foundation to ensure the next iteration of the action plan is more impactful and comprehensive.

Natural Resources Canada has made strides in creating a space where individuals with diverse abilities can thrive. Over the past two years, we’ve laid a more solid foundation that we can build upon for the next iteration of the NRCan Accessibility Action Plan in 2025.

While progress is encouraging, we know the journey is far from complete. Engagement and action across all levels and sectors of the organization will be essential. Together, we are committed to further growing and improving our workplace culture, celebrating the contributions of persons with diverse abilities and supporting their continued growth as they contribute to the work we do for all Canadians.

General

We invite members of the public who interact with our department and our employees to provide feedback on accessibility barriers. This includes feedback on either

• the way we are implementing the 2022–2025 Natural Resources Canada Accessibility Action Plan; or,
• the barriers encountered by our employees or people who interact with Natural Resources Canada.

We can also provide the Natural Resources Canada Accessibility Action Plan in alternate formats, including print, large print, Braille, audio, and electronic. Use the contact information below to request an alternate format. We will respond to these requests within the timelines outlined by the Accessible Canada Act.

Members of the public

• For telephone feedback: 1-855-525-9293 (toll-free in Canada) or 343-292-6096
• For electronic feedback: email ee-diversity-diversite-ee@nrcan-rncan.gc.ca, or use the online electronic form. If you are submitting feedback using the electronic form, select the “Other/Departmental” option from the drop-down menu.

Natural Resources Canada employees

• For telephone feedback: 1-866-943-4141 (toll-free) or 613-943-4141
• For electronic feedback: email ee-diversity-diversite-ee@nrcan-rncan.gc.ca, or use the online electronic form. If you are submitting feedback using the electronic form, select the “Other/Departmental” option from the drop-down menu.

Feedback by mail

• Natural Resources Canada
  Human Resources Branch—Accessibility, Inclusion, Diversity and Employment Equity team
  580 Booth Street
  Ottawa, Ontario K1A 0E4

We encourage NRCan employees to use internal mail delivery, as described in their Internal Mail procedures.

Members of the media may use the standard Natural Resources Canada contact information for Media Relations.

Feedback through official departmental social media channels

Although we encourage employees and members of the public to use the feedback channels above, Natural Resources Canada will monitor and respond to accessibility feedback according to our standard Terms and Conditions through the following official social media channels:

• LinkedIn
• X
• Instagram
• YouTube
• Facebook (please note that this page is shared with Environment and Climate Change Canada and the Impact Assessment Agency of Canada)

Feedback processes

We aim to acknowledge receipt of all identified feedback within three to five business days. We will send this acknowledgement by the same means used to send the feedback.

Note that all feedback will be considered equally. Both anonymous and identified feedback will be included in progress reports and in regular updates for internal discussion. However, we will not respond directly to anonymous feedback.

For more information on how feedback will be used, consult the Monitoring and Reporting section of the Natural Resources Canada Accessibility Action Plan.

Designated person

Karine McNeely
Manager—Accessibility, Inclusion, Diversity and Employment Equity Team
Human Resources Branch, Corporate Management Services Sector