Canadian Coast Guard Integrated Business and Human Resource Plan 2024 to 2025 through 2026 to 2027: 2025-2026 update

Canadian Coast Guard Integrated Business and Human Resource Plan 2024 to 2025 through 2026 to 2027: 2025-2026 update
(PDF, 3.73 MB)
Cat. No. Fs151-21E-PDF
ISSN 2816-7120

On this page

• Commissioner’s message
• The Canadian Coast Guard: Mission and mandate
  • Mission
  • Mandate
• Organizational structure
• Budget: Daily operations and long-term investments
• Canadian Coast Guard strategic pillars
  • Strategic pillar 1: People
    • Objective 1: Attract a diverse workforce to deliver programs and operate the future fleet
    • Objective 2: Train and develop a skilled workforce that is adaptive to new and evolving demands
    • Objective 3: Retain personnel by prioritizing career growth, safety, health and wellness, and employee engagement
  • Strategic pillar 2: Assets
    • Objective 1: Advance fleet renewal while maintaining operational capacity to deliver programs and meet levels of service
    • Objective 2: Prepare for the operationalization and life cycle management of the new fleet, including identifying infrastructure requirements
    • Objective 3: Advance climate adaptation and mitigation activities through innovation and partnerships to increase climate resilience and to meet greening government targets
    • Objective 4: Ensure that shore-based assets are available, capable, and reliable
  • Strategic pillar 3: Services
    • Objective 1: Protect the marine environment and mariners by taking on a leadership role in the management of on-water incidents in a multi-partner landscape
    • Objective 2: Ensure program readiness by adapting in an evolving operating context to continue providing services that support economic competitiveness, marine safety and security, and the protection of our oceans
    • Objective 3: Advance digitalization across the organization and modernize marine navigation services to increase efficiency of vessel traffic, enhance marine safety, and facilitate data and information sharing with partners and stakeholders
  • Strategic pillar 4: Governance
    • Objective 1: Strengthen national processes, procedures and systems to support decision-making and the efficient and effective delivery of programs and services
    • Objective 2: Engage and collaborate with internal and external partners and stakeholders to advance the Canadian Coast Guard's mandate and Government of Canada priorities
    • Objective 3: Uphold Crown obligations, including Treaty and legislative commitments, to First Nations, Métis, and Inuit in the domain of marine safety
• Regional overview
  • Arctic Region
  • Atlantic Region
  • Central Region
  • Western Region
• Annex A – Canadian Coast Guard commitments
• Annex B – Canadian Coast Guard risk profile

Commissioner’s message

On behalf of the Canadian Coast Guard (CCG), I am pleased to present the 2025-2026 update to the Canadian Coast Guard Integrated Business and Human Resource Plan. As we begin the second year in our three-year planning cycle, this next iteration presents new commitments to support our objectives and guide the CCG in realizing its vision.

The objectives established last year were designed to address organizational risks and were closely aligned with the CCG's strategic long-term goals. While those objectives remain the same for 2025-26, this plan introduces new commitments reflecting concrete, measurable, and valuable outcomes to be achieved over the next year.

The risks influencing the CCG's ability to deliver on its priorities and mandate are presented in this document, ranked based on the severity of their potential impact. Our highest risk remains attracting and retaining the trained operational personnel needed to crew our ships, work in our operational centres, maintain our shore‑based assets, and support CCG programs in regional and national offices. The CCG must strengthen its efforts to attract, train, and retain a skilled and representative workforce. In collaboration with the Department of Fisheries and Oceans, we are implementing the Safe @ Sea Initiative to foster a psychologically safe and respectful work environment. This national initiative focuses on ensuring the long-term well-being of all CCG employees and supports seagoing personnel by providing access to information and resources on harassment, including sexual misconduct, bullying, hazing, or any other offensive or unwelcome conduct whenever and wherever they may need it.

The CCG College is celebrating its 60th anniversary this year. Since 1965, it has been a first-class institution for marine training. The CCG College is one of the best-equipped marine learning institutes in the world, and its facilities are being expanded and modernized to ensure it can continue to equip CCG personnel for the opportunities and challenges ahead. Thanks to improved courses and learning tools, the operational personnel and officer cadets graduating from the CCG College will be ready to work in an increasingly modern and complex operational environment.

Under the National Shipbuilding Strategy, the CCG launched a new offshore oceanographic science vessel in summer 2024, and work is progressing steadily on several other vessels. Assembly of the first Arctic and offshore patrol vessel has begun and the names of the two future polar icebreakers, the CCGS Arpatuuq and CCGS Imnaryuaq, were revealed at a ceremony in Iqaluit, Nunavut. Once completed, these ships will be Canada's largest icebreakers and provide year-round presence in all parts of the Canadian Arctic. Equipped with leading-edge technology, all our new vessels will contribute to improved maritime domain awareness and help the CCG deliver programs and services essential to Canadians.

The CCG is working with its federal partners to ensure Canada remains a global leader in implementing e-navigation and the new S-100 navigation data standard format. The CCG has invested over $100 million over five years to advance critical systems and infrastructures required to enable a transition towards modern digital navigation. This includes implementing digital products that enable the CCG to dynamically manage vessel traffic, communicate with mariners, and adapt in near-real time to promote efficient, safe, and decongested waterways.

Additionally, our collaboration with the Department of National Defence, the Canadian Armed Forces, and the Royal Canadian Navy remains vital in ensuring interoperability and operational readiness in domestic and international waters, and enhances Canada's maritime security and response capabilities.

We remain firmly committed to our Reconciliation journey and continue to engage and collaborate with First Nations, Inuit, and Métis on marine safety and the protection of the marine environment. By upholding the United Nations Declaration on the Rights of Indigenous Peoples Act and the Inuit Nunangat Policy, the CCG will continue to support self-determination, and build a collaborative foundation to improve marine capacity and service delivery in partnership with Indigenous Peoples.

In 2024, we released our Arctic Strategy to guide us in delivering our mandate within the Arctic's unique operational context over the next decade. Founded on principles of collaboration, adaptation, and equity, the Arctic Strategy aligns with Canada's Arctic Foreign Policy through our shared interest in collaborative nation building with partners and other federal departments, and with the Department of National Defence'sdefence policy update, Our North, Strong and Free, by highlighting the need to modernize and adapt our operations and service delivery to support Canada's enduring Arctic sovereignty.

The CCG will continue to adapt and evolve in this period of great transformation. United with our dedicated partners, equipped with modern tools, and guided by strong future-forward strategies, we will demonstrate our unwavering commitment to the support of on-water safety, security, science, sovereignty, environmental protection, and economic prosperity. We will remain true to our vision in our support to the Government of Canada's priorities, and we will proudly honour our motto: Safety First, Service Always.

Mario Pelletier
Commissioner
Canadian Coast Guard

The Canadian Coast Guard: Mission and mandate

Mission

The CCG's mission is to ensure the safety of all mariners, protect the marine environment, and support economic growth through the safe and efficient movement of maritime trade in and out of Canada's waters.

The CCG operates 24 hours a day, 7 days a week, 365 days a year in some of the world's harshest maritime conditions. Its area of operations covers 243,000 km of coastline and 5.3 million km² of ocean and inland waterways. The CCG supports Canada's ocean economy by enabling the safe and efficient flow of over 250 billion dollars in international marine trade^{Footnote 1}, more than 350 million tonnes of cargo^{Footnote 2}, and supporting tens of thousands of jobs in multiple industries across Canada.^{Footnote 3}

Mandate

The CCG is proud to have a highly skilled and diverse workforce including captains, engineers, deckhands, cooks, officer cadets, marine communications and traffic services officers, pollution response officers, search and rescue specialists, lightkeepers, technicians, community engagement coordinators, administrators, program analysts, policy advisors, and many more. They fulfill the CCG's role as the owner and operator of Canada's civilian fleet. The CCG's employees support key maritime services that include:

• Aids to navigation
• Marine communications and traffic services
• Icebreaking and ice management services
• Channel maintenance
• Maritime search and rescue
• Response to hazardous vessels
• Marine pollution response
• Monitoring and compliance
• Provision of ships and helicopters in support of other federal departments' mandates

The services provided are mandated under legislation, including:

• Oceans Act
• Canada Shipping Act
• Marine Liability Act
• Arctic Waters Pollution Prevention Act
• Wrecked, Abandoned or Hazardous Vessels Act
• Emergency Management Act

In addition to specific legislative authorities, the CCG's activities also align with other acts:

• United Nations Declaration on the Rights of Indigenous Peoples Act
• Impact Assessment Act
• Canadian Energy Regulator Act

Organizational structure

The CCG is a Special Operating Agency within the Department of Fisheries and Oceans (DFO). The Agency is led by the Commissioner, who is supported by two Deputy Commissioners (DC), the Director General (DG) of Operational Personnel, the DG of Planning, Engagement, and Priorities, and the Assistant Commissioners (AC) of the four administrative regions: Atlantic, Arctic, Central, and Western.

The DC of the Shipbuilding and Materiel Sector is responsible for the planning, oversight, and delivery of the full life cycle of CCG's service-critical assets, including the procurement of large and small vessels, air-cushioned vehicles, and helicopters; the implementation of interim measures to sustain program capability; and the life cycle materiel management of all CCG's fleet and shore-based physical assets, from acquisition to disposal.

The DC of the Canadian Coast Guard Programs Sector is responsible for setting program policy and providing functional direction to ensure CCG programs and services are delivered safely, consistently, and in a cost-effective manner across the country.

The DG of the Operational Personnel Branch is responsible for ensuring that the CCG has the diverse and skilled workforce it needs to deliver its current and future mandate. The CCG College is the national centre of operational marine training for the CCG, and its executive director reports to the DG of the Operational Personnel Branch.

The DG of the Planning, Engagement, and Priorities Branch ensures the alignment of budget allocations, commitments, and investments with the CCG's long-term strategic goals. The Branch provides national direction on Reconciliation priorities including partnerships and engagement with Indigenous Peoples, and advances relations with domestic and international stakeholders.

The ACs in the regions are responsible for delivering the portfolio of CCG programs and services as per guidance and procedures set out by the National Headquarters. ACs represent the CCG on behalf of the Commissioner in their respective region, and lead regional engagement with provincial and territorial governments, Métis, Inuit, and First Nation partners, and with industry stakeholders. Regions provide services to mariners, ferry operators, fish harvesters, recreational boaters, ports, coastal communities, ministries and other government agencies, and the public.

Figure 1: The organizational structure of the Canadian Coast Guard and the senior management reporting relationships

Budget: Daily operations and long-term investments

The CCG's budget is determined annually, aligning with the Agency's operational needs, long-term investment priorities, and national objectives. For the 2025-26 fiscal year, the CCG was allocated a total budget of $2.84 billion, ensuring the continued delivery of critical services across Canada's lakes, rivers, and oceans.

The budget supports a range of activities, including the key areas below.

$824 million for operations: This funding supports the CCG's day-to-day activities, including search and rescue, icebreaking, marine traffic management, and environmental response. These funds are primarily allocated to regional operations, ensuring frontline services remain robust and responsive to mariner needs.

$26.8 million for grants and contributions: This portion is designated for financial assistance to eligible recipients, including Indigenous and coastal communities, industry partners, and research institutions. These contributions help build local capacity, enhance marine safety programs, and support service delivery initiatives.

$1.989 billion for capital investments: This allocation funds the CCG's five-year integrated investment plan, which is focused on modernizing assets and sustaining long-term operational effectiveness. Key investment areas include:

• Fleet renewal
• Vessel life extensions
• Infrastructure, equipment, and system upgrades
• Implementing initiatives under the Oceans Protection Plan
• Supporting the Fleet Sustainability Initiative

Canadian Coast Guard strategic pillars

This Integrated Business and Human Resource Plan is broken down into four strategic pillars which support the delivery of core responsibilities and ensure that the CCG's mandate is achieved while maintaining service excellence.

Each of the above strategic pillars has associated objectives to be achieved, and each objective is linked to specific, measurable, short-term, and action-oriented commitments. The section below provides a description for the objectives and the commitments associated to each strategic pillar. Additional details on all commitments, such as the expected completion date, can be found in Annex A.

These objectives and commitments are designed to help address the greatest organizational risks identified in the CCG risk profile found in Annex B, and will hold the CCG on a steady course towards fully realizing its long-term vision.

Strategic pillar 1: People

Objective 1: Attract a diverse workforce to deliver programs and operate the future fleet

Establishing a diverse workforce remains a critical priority for the CCG. In a context where worldwide labour shortages in the marine sector are causing increased competition and more stringent regulations, the CCG has reached a crucial juncture with regard to sustaining an increasingly larger and more complex fleet.

As the centre of excellence for operational training, the CCG College will continue to support attraction efforts by strengthening partnerships with various community colleges, universities, and organizations across the country to promote the CCG as a meaningful career option.

In alignment with the Fleet Sustainability Initiative, the CCG continues its efforts to attract talent for critical, high-risk positions. The organization aims to increase the number of Northerners, Inuit, First Nations, and Métis joining the CCG College by providing culturally adapted support throughout the attraction process, and by implementing the recommendations from the Continuum of Support for Indigenous Learners report.

Commitments:

• Lead targeted national and regional outreach activities to engage priority audiences.
• Increase awareness and attraction through partnerships with the Canadian Marine Careers Foundation, Canadian Geographic Education, and the Royal Canadian Navy.
• Increase the hiring and retention of Indigenous Peoples by implementing relevant and feasible recommendations from the Continuum of Support for Indigenous Learners report.
• Increase enrolment of Northerners at the Canadian Coast Guard College, particularly First Nation, Inuit, and Métis students, by offering culturally adapted support throughout the attraction process.

Objective 2: Train and develop a skilled workforce that is adaptive to new and evolving demands

The CCG is an operational organization, and its personnel must continually perfect their skills and develop new ones to excel at their jobs and adapt to evolving requirements. Many operational positions require individuals to obtain and maintain specific certifications. The CCG provides technical, skill-based, managerial, safety, and team training, and a constant focus is kept on training products, quality assurance, and methodologies.

The CCG continues to expand and enhance the role and capabilities of the CCG College as the centre of training excellence that develops and delivers unique and specialized training across the organization. The CCG College is responsible for the development of national standardized training curricula supporting the transition to new technologies intended under the Fleet Sustainability Initiative. Over this fiscal year, part of this work will involve reviewing and updating the rescue specialist training standard.

The CCG College will continue to support career progression by developing study guides and courses for fleet personnel, and it aims to launch a pilot project for the Command course. In parallel, the CCG College will collaborate with Indigenous people to develop new courses reflecting Indigenous cultural, spiritual, and environmental knowledge, and it will foster knowledge exchange with international maritime partners.

Commitments:

• Develop a national technical training strategy.
• Continue to develop the officer of the watch study guide and the fourth-class engineer course to be offered to fleet personnel via OnCourse to support career development.
• Strengthen international collaboration and foster knowledge exchange with global maritime partners such as the Royal Navy and the United States Coast Guard.
• Modernize education and training delivery by developing and offering career advancement opportunities for instructional staff and leveraging new educational technology such as virtual simulations.
• Review and update the Rescue Specialist Training Standard.
• Develop new competency profiles for Monitoring and Compliance personnel.
• Implement a training program related to cost recovery of environmental and hazardous vessels operations.
• Establish a Marine Environmental and Hazards Response training advisory group.
• Develop culturally appropriate courses in collaboration with Indigenous people reflecting the unique Indigenous cultural, spiritual, and environmental knowledge.
• Deliver the Canadian Coast Guard Command course pilot.
• Deliver the Marine Emergency Duties training to seagoing personnel.
• Develop an engine room rating training program at the Canadian Coast Guard College.
• Develop a bridging program for current oilers to obtain a fourth-class engineering certificate of competency.
• Provide the Arctic workforce with access to operational, technical, and certification training through OnCourse and regional learning centres.

Objective 3: Retain personnel by prioritizing career growth, safety, health and wellness, and employee engagement

The CCG values its employees and seeks to retain them by providing a rewarding and challenging career. To reinforce the CCG's role as a strategic, informed, and proactive employer of choice, the organization must stay aware and be responsive to marine labour market trends, not only to evaluate the impact of current activities and initiatives, but to inform future activities, including those being proposed under the Fleet Sustainability Initiative and the National Shipbuilding Strategy. Data and planning will inform concrete activities and projects in the areas of talent attraction, talent development, and health services.

Over this fiscal year, the CCG will support career development by improving the national scholarship program for seagoing personnel, and by working towards the integration of seagoing personnel in its talent management program. Career development will also be supported by the delivery of certification courses aligning with the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers regulations.

While career advancement opportunities are key to employee retention, the CCG intends to increase its focus on employee safety and health during the coming year. The organization is determined to create and sustain a psychologically safe and respectful work environment for all personnel, with concentrated efforts on supporting fleet personnel. Those efforts will include developing health-focused content for seagoing personnel and implementing the Safe @ Sea Initiative.

Commitments:

• Enhance safeguards for confidential medical information.
• Develop a health promotion plan for seagoing personnel.
• Conclude the transition of critical incident stress management into an internal peer support program.
• Implement an organization-wide approach to address harassment through the Safe @ Sea Initiative.
• Finalize a plan to incorporate seagoing personnel in the Canadian Coast Guard's talent management program.
• Analyze data generated by automated sources to refine the Canadian Coast Guard's retention strategy.
• Create reporting functionality to drive data-based decision-making related to the attraction and retention of seagoing employees.
• Revamp the National Scholarship Program for seagoing personnel.
• Deliver certification courses leading to career progression as per the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers regulations at the Canadian Coast Guard College.
• Launch a collaboration between the Canadian Coast Guard College and the Arctic Region to design a mentorship program for Northern and Inuit, First Nations, and Métis youth.

Strategic pillar 2: Assets

Objective 1: Advance fleet renewal while maintaining operational capacity to deliver programs and meet levels of service

The CCG operates the federal government's civilian fleet and provides essential maritime services to Canadians. However, the CCG's aging vessels are becoming more costly to maintain and are more frequently taken out of operation for unscheduled repairs, placing further strain on the remaining fleet. As the demand for on-water work increases, the need to replace the vessels has never been greater. Through the National Shipbuilding Strategy, the CCG will continue to build large and small ships over the coming decades.

New vessels are being designed to utilize modularity, wherever feasible, to enable them to serve different functions by adding or removing equipment modules such as science laboratories. This versatility will enable the CCG fleet to continue delivering core services such as search and rescue while also accomplishing other missions, reducing the number of ships involved in certain contexts, and contributing to emissions reduction.

Several projects will move forward as part of the fleet renewal efforts throughout 2025-26, including the delivery of the offshore oceanographic science vessel, the start of construction on the polar icebreaker, the launch of the first CCG variant of the Arctic and offshore patrol vessel, and the delivery of the last two (of 20) search and rescue lifeboats under contract.

While awaiting delivery of new vessels, the CCG continues its work on vessel life extension, mid-life modernizations, conversions, and vessel maintenance activities to ensure that older active vessels remain safe, reliable, and able to provide essential services to Canadians.

Commitments:

• Deliver the last two search and rescue lifeboats under contract (bringing total deliveries to 20).
• Deliver the offshore oceanographic science vessel.
• Advance the design work for the mid-shore multi-mission vessels.
• Commence construction of the polar icebreakers to be built by Seaspan's Vancouver Shipyards and Chantier Davie Canada Inc.
• Award the equipment and material contract to Chantier Davie Canada Inc. for the first flight of three program icebreakers.
• Officially launch the first of two Canadian Coast Guard variants of the Arctic and offshore patrol vessels at Irving Shipbuilding Inc.
• Launch a request for proposal process for the design work on the special shallow draft buoy tender vessels.
• Complete the design work for the air cushion vehicles.
• Commence construction on the near-shore fishery research vessel.
• Continue work on the vessel life extension of the CCGS Griffon.
• Continue work on the vessel life extension of the 47' motor lifeboat class.
• Continue work on the vessel life extension of the CCGS Terry Fox.
• Continue work on the vessel life extension of the CCGS Mamilossa.
• Complete work on the vessel life extension of the CCGS Martha L. Black.
• Complete work on the vessel life extension phase 2 of the CCGS Eckaloo.
• Continue work on the modification to CCGS Judy LaMarsh.

Objective 2: Prepare for the operationalization and life cycle management of the new fleet, including identifying infrastructure requirements

The CCG needs to prepare for new ships to enter service by modernizing physical infrastructure, training personnel, and updating all policies, procedures, and regulations relevant to the new fleet.

The Fleet Sustainability Initiative is the framework helping this transformation, and one of its primary roles is to guide the work to secure the funding required to build the workforce with the advanced skill sets that will be needed to operate a larger, more modern fleet, while also focusing on diversity, inclusion, and wellness for all personnel.

As new ships transition into operation, the CCG will carefully manage ship-related costs for operational and shore-based support, and ensure the life cycle management of the new vessels, from their delivery to their transition into operations, and ultimately their decommissioning. Updating the CCG's multi-year maintenance plan to incorporate the new vessels will help identify, mitigate, and prioritize fleet maintenance gaps and adjust to new requirements.

Over this fiscal year, the CCG will work on the modernization of the fleet support structures, and ensure that the infrastructure is upgraded to match the technical requirements of the new ships. This includes bases, wharves, warehouses, and connectivity. The CCG will also continue to analyze emerging technologies and life cycle management practices to improve the fleet's operational readiness, and will assess options to incorporate and apply innovative technologies and environmentally responsible life cycle management planning into the multi-year maintenance plan. These efforts will strengthen the CCG's ability to operate in the Arctic by ensuring the availability of reliable, modernized assets that support year-round missions while also contributing to the decarbonization targets set in the Greening Government Strategy.

Commitments:

• Advance work on wharf and shore power infrastructure as part of the Fleet Sustainability Initiative.
• Integrate new vessels into the Canadian Coast Guard's multi-year maintenance plan to identify and address fleet maintenance gaps, prioritize requirements, and ensure effective operation and upkeep.

Objective 3: Advance climate adaptation and mitigation activities through innovation and partnerships to increase climate resilience and to meet greening government targets

As an organization that operates largely in coastal regions, the CCG's program delivery is experiencing increasingly severe environmental impacts due to climate change. Whether in the form of extreme storms, changes in Arctic sea ice, coastal erosion, flooding, or wildfires, climate change has become a major challenge for the CCG to tackle. The CCG must adapt by adjusting its program and service delivery while also reducing its contribution to national greenhouse gas emissions and implementing measures to protect the marine environment and marine life.

The CCG recognizes that decarbonization is an essential step towards meeting federal and international climate commitments. While some operations are extremely energy intensive, such as icebreaking, the CCG is taking advantage of an increasing number of novel technologies and innovations to reduce emissions, both on shore and on water.

To adapt to climate change, the CCG is evolving the way it operates to meet the call for support and continue to deliver on its mandate. Even with significant emissions reductions, many climate change impacts will worsen into the future, and the CCG must be prepared to continue operations in challenging environments. The CCG is actively planning for this by identifying the greatest challenges and setting the groundwork for tackling them through transforming programs and services, training, updating operational procedures, and applying a climate lens to decision-making.

Commitments:

• Finalize and publish the Canadian Coast Guard's Operational Fleet Decarbonization Plan outlining the immediate and tangible life cycle emission reductions.
• Prioritize low carbon fuel procurement and low carbon materiel compatibility with in-service vessels and future vessels.
• Develop a plastic circular economy for floating aids to navigation where new plastic buoys are manufactured using the polyethylene recovered from existing waste buoy stockpiles.
• Conduct alternative fuel testing to provide data on fuel consumption, emissions, and engine performance through a collaboration between the Canadian Coast Guard College and the World Maritime University.

Objective 4: Ensure that shore-based assets are available, capable, and reliable

The Shore-Based Asset Readiness (SBAR) Program is responsible for ensuring that non-fleet assets are available, capable, and reliable to deliver the CCG programs, including the Aids to Navigation and Marine Communications and Traffic Services programs. It manages assets through life cycle investment planning, engineering, acquisition, maintenance, and disposal services.

The CCG's shore-based and ship-based assets include fixed and floating aids to navigation, aural and radar aids, and long-range marine aids. They also include the electronic communication and navigation systems delivered through a network of radar, microwave dishes, radios, as well as information technology tools relying on more than 300 remote installations. Marine environmental and hazards response physical assets used for spill containment, collection, and storage, bases, and search and rescue stations are also part of the assets managed by the SBAR Program.

Based on the Fleet Sustainability Initiative's guidance, the CCG is developing an asset management plan that will improve the oversight of assets and maintenance activities across the organization. A management plan focused on the CCG College is also in development to guide the renewal of campus facilities, which need to be expanded and modernized to accommodate an increasing number of cadets requiring new training tools and resources to learn the technical skills necessary to operate new vessels.

Commitments:

• Complete the engineering and design for construction of the Port Renfrew Marine Safety Centre.
• Develop a revised asset management plan and campus master plan.
• Establish life cycle management capacity for autonomous vehicles.
• Develop an implementation plan to further enhance the Canadian Coast Guard's utilization of a national asset management system.

Strategic pillar 3: Services

Objective 1: Protect the marine environment and mariners by taking on a leadership role in the management of on-water incidents in a multi-partner landscape

The CCG plays a leadership role in the national network of marine environmental and hazards responders by maintaining a high degree of preparedness and readiness to respond to marine pollution emergencies, and to mitigate the risks posed by hazardous vessels in Canadian waters. As first responders, CCG employees work with polluters and partners, including Indigenous and coastal communities, provinces and territories, response organizations, and other government departments at all levels to coordinate responses to marine pollution incidents and other hazards posed by vessels.

The CCG is also responsible for the delivery and continuous improvement of maritime response capabilities, as well as activities aimed at enhancing operational readiness and the overall efficiency of responses to all-hazard maritime incidents. The Branch engages with key federal, provincial, territorial, and Indigenous partners, as well as with coastal communities and private industry partners, to progress emergency management initiatives and advance improvements to delivery and interoperability.

This year, the CCG will continue to enhance response planning by establishing national standards and developing area-specific marine pollution response plans for high-risk zones. Responders will also be provided with training, equipment, and resources to facilitate the safe and effective management of incidents involving hazardous and noxious substances.

Commitments:

• Finalize national standards for area response planning and develop a national network of area-specific marine pollution response plans covering high-risk marine areas along Canada's coastlines.
• Provide responders with training, equipment, and resources to ensure their health and safety and facilitate the effective management of incidents involving hazardous and noxious substances in a marine environment.
• Collaboratively host regional workshops with Inuit, First Nations, and Métis in the Arctic to develop and maintain evergreen regional area response plans.

Objective 2: Ensure program readiness by adapting in an evolving operating context to continue providing services that support economic competitiveness, marine safety and security, and the protection of our oceans

The CCG is mandated to provide programs and services to support the safe, economical, and efficient movement of ships in Canadian waters. To ensure operational readiness in the entirety of its area of responsibility, the CCG needs the right resources at the right place and the right time.

The CCG will continue to support safe and efficient vessel traffic by ensuring program readiness of marine navigation services such as marine communications and traffic services, aids to navigation, waterways management, and icebreaking.

The CCG maintains contribution agreements with CCG Auxiliary organizations, which include 4,000 volunteers who support the readiness of incident response programs. Those auxiliary organizations have access to vessels and training and contribute to the safety of Canadian waters by responding to search and rescue incidents and marine spills.

To further strengthen program readiness, the CCG is committed to enhancing its intelligence, reconnaissance, and surveillance capacity through the use of autonomous systems. Over the next year, the CCG will establish operational policies and standards that will allow all programs to fully leverage the capabilities of large drone systems. Efforts to enhance readiness will also include updating incident management plans, developing an emergency management training strategy, and supporting greater interoperability between programs.

Commitments:

• Develop and implement operational program policy and procedural standards for the use of large drone systems across Canadian Coast Guard programs.
• Enhance preparedness and support interoperability among Canadian Coast Guard programs, and validate new and updated incident management plans, including their roles and responsibilities.
• Review fleet operational information in conjunction with Regional Operations Centres to determine gaps in service delivery to Arctic communities and seek opportunities to address them through programs and ongoing and new initiatives.
• Develop an all-hazard incident management team model and a supporting emergency management training strategy.

Objective 3: Advance digitalization across the organization and modernize marine navigation services to increase efficiency of vessel traffic, enhance marine safety, and facilitate data and information sharing with partners and stakeholders

There is a pressing need for Canada to modernize marine navigation services. To conform with the International Maritime Organization requirement for states to implement electronic exchange of documents, the CCG is pushing forward the digitalization and modernization of marine navigation services for Canada, along with key partners such as Transport Canada and the Canada Border Services Agency. Modernization will not only help the ocean economy improve its resilience to external shocks, it will also bolster Canada's maritime domain awareness and its ability to maintain its sovereignty over the growing economic activity happening in its exclusive economic zone.

This includes advancing initiatives like:

• Implementing smart vessel traffic management and information systems to enhance navigation safety and information exchange;
• Enhancing e-navigation services and digitalization of real-time waterways information to optimize their use;
• Using of virtual aids to navigation to enhance the adaptability and flexibility of navigational information; and
• Supporting the development of a maritime single window offering a digital information platform for the shipping industry to facilitate the movement of goods through ports.

Advancing digitalization and modernizing marine navigation services aligns with the Fleet Sustainability Initiative's guidance. By fulfilling its commitments over the coming years, the CCG will progress towards a state where all marine navigation data will be integrated into a single window, where Canada will meet all international standards and be recognized internationally as a port of choice.

Commitments:

• Replace the iFleet and Common Core operational systems with a modernized platform to facilitate data capture and reporting in order to ensure the fleet adapts to evolving requirements that will lead to operational efficiencies and effective data reporting for evidence-based decision making.
• Replace the IRIS system to capture near real-time fleet status and maintenance information to maintain operational capabilities and minimize delays in communication, service delivery, and operational readiness awareness.
• Advance digitalization and continue to implement e-navigation initiatives to support the modernization of marine navigation services and the long-term implementation of a federal maritime single window approach to increase supply chain efficiencies along Canadian waterways.
• Continue to engage interdepartmental partners and stakeholders to advance the modernization of marine navigation services to deliver compounding benefits to the Canadian Coast Guard and its partners.
• Continue the development of the Communication Portal for Integrated Incident Response in collaboration with Indigenous partners and Canadian Coast Guard program leads.

Strategic pillar 4: Governance

Objective 1: Strengthen national processes, procedures and systems to support decision-making and the efficient and effective delivery of programs and services

The CCG's fleet and regional front-line personnel often need to take quick action in the field. Having nationally consistent standards, methods, procedures, and systems provides clarity around decision-making, enhances the effectiveness of program and service delivery across the country, and provides a framework that fosters future-looking strategic thinking. While constantly supporting long-term strategic goals, the CCG manages its budget throughout the fiscal year and realigns funding with shifting priorities.

Consistent with the Treasury Board of Canada Secretariat's Policy on Results, the CCG has established a governance structure to promote clear accountability. Internal executive boards and subcommittees have been established in line with mandated outcomes to report to the CCG Management Board, which is the highest-level CCG committee, chaired by the Commissioner.

Over the fiscal year, the CCG will implement a methodical approach to mitigate safety risks during operations, as well as a comprehensive manual that will strengthen coordination between National Headquarters, regions, and programs during emergency management activities. Moreover, the CCG will work at aligning its policies, programs, and processes with First Nation, Inuit, and Métis rights and Crown obligations.

Commitments:

• Provide guidance on the alignment of policies, programs, and processes with First Nation, Inuit, and Métis rights and Crown obligations, including the United Nations Declaration on the Rights of Indigenous Peoples Act, Inuit Nunangat Policy, and Modern treaties.
• Finalize and publish updated and restructured crewing profiles fleet wide.
• Review and implement a systematic approach to identify and mitigate safety risks during operations to improve the overall safety culture and ensure the delivery of mandated programs.
• Develop a national search and rescue standards manual that includes performance metrics.
• Develop and implement a comprehensive operational-level manual to enhance coordination of emergency management activities across the National Headquarters, regions, and programs.
• Develop a plan to review and update the project management framework and directives.

Objective 2: Engage and collaborate with internal and external partners and stakeholders to advance the Canadian Coast Guard's mandate and Government of Canada priorities

The CCG serves many different groups, organizations, and stakeholders with varied priorities. It collaborates internally and externally with partners and stakeholders through several engagement mechanisms to advance its mandate and Government of Canada priorities.

The National Marine Advisory Board serves as a permanent forum for discussion between the CCG's Commissioner and Canada's shipping industry. Discussions are focused on the needs of the marine transportation sector, the CCG's strategic plans and priorities, and the services that the CCG provides.

The Regional Marine Advisory Boards bring together the CCG and industry to discuss issues related to operations, planning, and services in specific regions. The discussions are co-led by Assistant Commissioners and representatives from the industry.

Within Canada, the regulatory framework supporting the marine safety regime is built on domestic and international agreements and commitments. This framework led to the creation of interdepartmental working groups supporting marine safety and security, such as Transport Canada's Interdepartmental Marine Security Working Group and the Northern Interdepartmental Intelligence Working Group, in which the CCG is an active member.

The CCG participates internationally in three regional coast guard fora and one global coast guard forum, namely the Arctic Coast Guard Forum, the North Atlantic Coast Guard Forum, and the North Pacific Coast Guard Forum, as well as the Coast Guard Global Summit. These multilateral fora bring together coast guard and maritime organizations from relevant regions to share expertise and best practices in support of a safer and more secure marine environment. The CCG also contributes to other multilateral fora by serving as Canada's head of delegation to the Emergency Prevention, Preparedness and Response Working Group of the Arctic Council, where it served the role of vice-chair until spring 2025.

As Canada is the head of delegation for the International Organization for Marine Aids to Navigation, the CCG is the national representative advocating for all matters related to Canada's aids to navigation, vessel traffic services, and e-navigation systems. After operating for decades as a non-governmental organization, the International Organization for Marine Aids to Navigation's status officially changed to that of an intergovernmental organization in August 2024. This change in status puts the organization in a much stronger position to develop and harmonize services as governments will now be directly involved in the organization's work. Canada will remain a member of the organization and continue to establish and strengthen alliances with other nations to advance consistent approaches to marine navigation, and to share best practices in the digitalization of marine navigation services.

Commitments:

• Conduct the analysis to create a framework providing distinctions-based Indigenous advisory capacity at the Canadian Coast Guard College.
• Develop a national umbrella memorandum of understanding between the Canadian Coast Guard and the United States Coast Guard.
• Review and revise the International Engagement Strategy to align with evolving priorities, lessons learned from 2021-2025, and future strategic directions for 2026-2030.
• Participate in the Arctic Coast Guard Forum live exercise to foster and enhance international collaboration in the Arctic.

Objective 3: Uphold Crown obligations, including Treaty and legislative commitments, to First Nations, Métis, and Inuit in the domain of marine safety

Meaningful relationships, dialogue, and collaboration with Indigenous partners are part of the foundation of the CCG's work, particularly through national and regional governance structures that promote the ongoing exchange of information and discussion of shared objectives.

The CCG contributes to building meaningful and long-term relationships with Indigenous partners by supporting the negotiation of Reconciliation agreements, arrangements, and frameworks reflecting First Nation, Inuit, and Métis rights and Crown obligations. The CCG continues to engage and collaborate with Indigenous partners to provide communities with resources to develop knowledge, train personnel, and acquire equipment to support their active participation in Canada's marine safety system.

The CCG is working with the DFO and the Department of Justice to implement the United Nations Declaration on the Rights of Indigenous Peoples Act, which enshrines in Canada's legislative framework the rights for the survival, dignity, and well-being of Indigenous Peoples. The organization is also committed to implementing the Inuit Nunangat Policy, endorsed by the Inuit-Crown Partnership Committee, which recognizes the unique priorities and interests of Inuit across the country. This is an important step in strengthening relationships between the CCG and First Nations, Inuit, and Métis peoples.

Consultation and collaboration with Indigenous governments, communities, and organizations is key to ensuring the safety and protection of the marine environment, including addressing concerns raised in relation to proposed major resource and infrastructure projects that will generate more maritime traffic and increase the risks of marine pollution incidents. The CCG's Arctic Strategy, launched in 2024, will guide the organization's efforts to ensure safety, increase environmental protection, and improve infrastructure in the Arctic region with an emphasis on partnerships with Indigenous communities, sustainable development, and strengthening Canada's sovereignty in the Arctic.

Commitments:

• Demonstrate the implementation of the Inuit Nunangat Policy within the Canadian Coast Guard in accordance with the Inuit-Crown Partnership Committee, and continue to support efforts towards the implementation of the Inuit Nunangat Policy across the whole government.
• Continue to work with Indigenous partners and the Canadian Coast Guard Auxiliary to support the development of community-based marine emergency response capacity.
• Continue to implement the Indigenous Community Boat Volunteer Program to support Indigenous communities' participation in the marine safety response system through partnership with the Canadian Coast Guard Auxiliary.
• Continue working with the Heiltsuk Marine Emergency Response Team.
• Continue to engage Indigenous communities to develop a framework to collaboratively monitor and address hazardous vessels.
• Continue to develop coastal marine response teams in collaboration with Indigenous Partners, including the development of frameworks that align with both community and government priorities.

Regional overview

While the CCG plans and sets program policies at a national level to ensure consistency in service delivery, regional fleet and shore-based personnel deliver the CCG's operational mandate on the ground and on the water. The delivery of programs and services takes into consideration unique regional realities such as relationships with Indigenous Peoples, marine stakeholders, territorial and provincial governments, climate, geography, and other regional factors.

Building and maintaining positive, respectful relationships with Métis, First Nations, and Inuit based on recognition of rights and support for First Nation, Inuit, and Métis self-determination is an essential component of work at all levels in the regions. The CCG operates in contexts of significant heritage, social, and ecological value, and Canada is home to ecosystems of great biological richness.

Arctic Region

The CCG's Arctic Region encompasses all of Inuit Nunangat, the Yukon North Slope, the Northwest Territories, and the marine regions of Hudson Bay and James Bay. With 162,000 km of coastline, the Canadian Arctic represents a challenging operating environment. As CCG's newest stand-alone region, over 120 dedicated members work to bring services to this unique region.

Domestic and international interest in the Canadian Arctic continues to rise, and the region is home to a young population living in fast-growing remote communities. Often the most visible federal presence in the Arctic, the CCG supports and safeguards the expression of Canada's enduring sovereignty in the region. To strengthen its contribution to the Arctic's security and prosperity, the CCG continues to improve maritime domain awareness and works with security partners in this region subject to geopolitical tensions and interest from foreign and non-state actors.

Increased activity in the Arctic not only impacts marine safety, it also affects wildlife as well as cultural and harvesting practices. The CCG works closely with Inuit, First Nations, Métis, and Northern partners to implement service delivery in a way that considers the realities and needs of Arctic communities. This includes enhancing local incident response capacity for marine environmental response and search and rescue through training, exercising, and small craft certification; leveraging assets from the Indigenous Community Boat Volunteer Program and Marine Environmental and Hazards Response Program; and expanding the Arctic Marine Response Station in Rankin Inlet, Nunavut.

Endorsed by the Inuit-Crown Partnership Committee, the Inuit Nunangat-DFO and CCG Arctic Region Committee represents the formal co-governance mechanism between the Department and Inuit. Regional governance frameworks are also being developed with Inuit, First Nations, and Métis governments and organizations to guide collaborative engagement and decision-making on program and service priorities and to provide a platform for effective communication and coordination with Indigenous Peoples throughout the Arctic Region.

Climate change is severely impacting the Arctic, changing northern landscapes and ecosystems. One of the most visible impacts is melting multi-year sea ice, causing ice unpredictability, open waterways, increased vessel traffic, and augmented risks associated with uncharted waters. With remote and culturally sensitive areas becoming accessible due to melting ice, there is a growing demand for the CCG's programs and services, particularly icebreaking and humanitarian assistance. Changes to weather and conditions on the land are also creating food, housing, and energy security concerns.

Both the DFO and CCG Arctic regions are committed to implementing the Inuit Nunangat Policy, which recognizes Inuit Nunangat as a distinct region and ensures Inuit are considered in federal policies, programs, and services. The DFO and CCG Arctic regions are also working towards the development of the Northern Recruitment and Retention Strategy in collaboration with Inuit, First Nation, and Métis partners to address Northern employment barriers and ensure hiring obligations under the Nunavut Agreement, Modern Treaties, and Land Claims Agreements are met. The strategy will reflect Northern realities and explore potential short-, medium-, and long-term actions for consideration.

Atlantic Region

The CCG's Atlantic Region encompasses the provinces of Nova Scotia, New Brunswick, Prince Edward Island, and Newfoundland and Labrador. The region includes over 29,000 km of shoreline, 2.5 million km2 of continental shelf, and 5 million km2 within the Northwest Atlantic Fisheries Organization Regulatory Zone. Over 2,100 committed CCG members support, enable, and deliver the region's programs and services, which help ensure safe and efficient waterways.

The CCG has a strong presence in the Atlantic Region and a long history of working with members and leaders from coastal communities and Indigenous governments, communities, and organizations. Community and stakeholder engagement remains a priority and the region participates in many decision-making tables at the regional, national, and international levels, contributing to discussions on topics such as the protection of the marine environment and the safety of life at sea.

The expanse and diversity of the Atlantic Region's operational area create unique challenges for operations, such as a harsh and remote environment consisting of rocky shoals extending over 30 km out to sea, which can make navigation treacherous, as well as severe weather and sea state conditions. In addition to these challenges, the region faces the complexity of operating in multiple provinces and jurisdictions, while ensuring consistent and uninterrupted services are delivered to a broad scope of clients and partners.

The Atlantic Region plays an important role in fisheries decisions and provides vessels for the delivery of the DFO science programs. The region also plays an important role in the protection of the endangered North Atlantic right whale, and is responsible for the implementation of vessel traffic management measures in support of the marine mammals. Working alongside the Central Region, the Atlantic Region monitors vessel traffic compliance in the Gulf of St. Lawrence's speed restriction zones set out by Transport Canada.

In recent years, the Atlantic Region has experienced an increasing amount of tropical and post-tropical hurricane and storm activity. As the region continues to deliver its usual services, such as search and rescue and aids to navigation, it must also consider the heightened risks to public safety and infrastructure. Over the last few years, the Atlantic Region has coordinated relief efforts in response to numerous climatic events, including the response to Hurricane Fiona, wildfires, and flooding. The region's employees are prepared to act quickly to support impacted communities, but more demand for CCG's services is presenting new challenges to surmount.

Warmer temperatures in the Arctic are also having an impact on the Atlantic Region as melting Arctic ice can move southward into Atlantic Region waters. This is creating a high degree of uncertainty for the Icebreaking Program, and these increasing pressures emphasize the need for positive client relationships for program service delivery related to ferry services, commercial shipping, and the fishing industry. The Atlantic Region continually works with industry partners to ensure icebreaking needs are prioritized and waterways are accessible.

Central Region

The CCG's Central Region covers the Great Lakes and their connecting channels, as well as the St. Lawrence River to the Gulf of St. Lawrence. The St. Lawrence River and Great Lakes system allows maritime movements impacting one hundred million people in this geographical area who receive goods by sea. It is a vital transportation network for goods traded between North America and more than 59 overseas markets. The region boasts more than 100 active commercial ports and wharves that represent $66.1 billion in total economic activity and 256,858 jobs in Canada and the United States. The Central Region has over 1,600 members providing essential services to this critical area, many of whom are bilingual, providing services in both French and English.

The Central Region has a large number of Indigenous communities and organizations throughout Ontario and Quebec. The region is working with these communities and organizations to address a wide range of priorities and concerns related to the CCG's mandate.

Finding candidates with the skills and qualifications required to work for the CCG is challenging in the Central Region, particularly in a context of labour shortage and high demand for qualified bilingual workers. To overcome this challenge, the region has implemented a plan to attract new talent, support knowledge transfer, and to develop and retain employees.

Climate change impacts on the Central Region include warmer winter temperatures that result in reduced ice formation and an extended navigation season, causing an increasing demand for CCG services. Water levels are fluctuating more than in the past, which poses a significant challenge for ports that support billions of dollars in trade, and increases the pressure on programs maintaining navigable waterways. As part of the federal-provincial agreement of the St. Lawrence Action Plan, the Regional Directorate of Navigational Programs co-chairs a committee responsible for ensuring a sustainable use of the waterways, which integrates the climate change component into commercial navigation activities and projects.

The Central Region has the responsibility to work cooperatively with the United States Coast Guard in the Great Lakes and St. Lawrence Seaway to provide essential icebreaking capabilities in this zone of great economic importance.

Western Region

The CCG's Western Region covers a large landmass including the four western provinces and part of the Yukon Territory, including 27,000 km of rugged coastline. The climate allows for a consistently high volume of marine activity and vessel traffic, as there is not a significant change in on-water seasonality, and sea ice is non-existent. The CCG has international search and rescue obligations in a zone stretching out to the mid-Pacific. Approximately 1,400 members in the Western Region are dedicated to implementing CCG programs and services.

In response to the high volume of on-water activity throughout the year, the Western Region has developed enhanced marine domain awareness to better anticipate, prepare, and respond to emerging hazards.

The CCG's fleet plays an important role in the Western Region by providing platforms to support DFO's science programs, some of which are related to the protection of the iconic Pacific salmon. A first-of-its-kind marine mammal desk was also established at the Victoria Marine Communications and Traffic Services centre to assist in the protection of the Southern Resident killer whale and other aquatic mammals.

The Western Region works closely with Indigenous communities as partners in the marine safety system. The Western Region operates in a highly complex environment, reflecting multiple overlapping traditional territories and a large number of modern treaty and self-government agreements. The region's planning, training, and engagement efforts with Indigenous communities have been instrumental in achieving positive outcomes during marine incidents.

Proponents are planning or implementing numerous major projects in the region, including the expansion of existing port facilities, as well as resource and infrastructure projects in the energy sector, which could involve provincial and Indigenous partners to assess the potential impacts of these major resource projects.

One of the Western Region's priorities is its people. Significant efforts are being put into attracting and retaining a diverse workforce in a very competitive environment with a high cost of living.

Climate change is impacting the Western Region with increasing occurrences of natural disasters such as wildfires and flooding, with provincial and municipal partners calling on the CCG for assistance to respond to these events. Since 2022, the region has provided assistance in suppressing wildfires by supporting the management, operations, and administrative activities of the incident command posts, by providing a maritime staging facility for firefighting equipment and helicopters, and by assisting restricted remote coastal communities. Similar demands for the CCG's support are expected to continue in the future as the impacts of climate change intensify.

Annex A – Canadian Coast Guard commitments

Table 1: Commitments to address Strategic pillar 1: People

Table 2: Commitments to address Strategic pillar 2: Assets

Table 3: Commitments to address Strategic pillar 3: Services

Table 4: Commitments to address Strategic pillar 4: Governance

Annex B – Canadian Coast Guard risk profile

Risk management is a crucial component of all areas of the CCG's daily business. Identifying risks allows for informed decision-making related to planning, resource allocation, program management, performance reporting, and priority setting. While it is impossible to avoid all future problems, it is possible to choose which risks can be tolerated, and which risks should be mitigated.

In June 2024, the CCG's risk profile was reviewed and updated based on senior management feedback received in the prioritization exercise. The CCG identified nine distinct risk areas, in addition to the two CCG-led DFO risk areas: Emergency Management and Fleet Assets.

The CCG risk profile is comprised of the following elements:

• Risk area – An area or theme that can be used to identify and aggregate risks from various parts of the organization.
• Risk statement – A description of an event and the potential impact (positive or negative) of that event on achieving an organization's objectives. Example: If (event) occurs, the consequences could result in (negative impact).
• Risk driver – An internal or external circumstance that is contributing to or driving the risk.
• Risk control – Methods that will treat or control a specific risk by modifying the impact (severity) or likelihood (probability/possibility/frequency) of the event occurring.

A CCG risk prioritization exercise was completed and the 11 risks were ranked, along with their associated statements. A weighted calculation method was used to determine the ranking order, where items ranked higher on the scale received higher values, and items ranked lower on the scale received lower values. The top three risk areas for the CCG remain the same as last year:

• Operational Personnel – Having certified operational personnel, including seagoing and shore-based personnel, in order to maintain assets, and deliver programs and services.
• Operationalization of Future Fleet – Having the infrastructure and personnel to operate the future fleet.
• Fleet Assets – Having the capacity to simultaneously coordinate the increasingly complex planning, maintenance, renewal, replacement and greening of the fleet while maintaining full operational capabilities.

Table 5: Risk areas, statements, drivers, and controls