Departmental Plan 2025-26

Results we plan to achieve

The top priority of the CAF is the defence of Canada and Canadians. To support this mission, the planned actions include the following:

• Remain postured to identify, confront and defeat threats to Canadians and Canadian interests at home and abroad through the ability to integrate special operations forces effects, both within the inter-agency domain and through strengthened collaboration with allies and partners;
• Operation LIMPID: Monitor approaches and detect and deter threats before they reach Canada;
• Conduct intelligence collection and analysis in collaboration with allies and other government departments to identify early threats to Canada;
• Provide timely and relevant intelligence to support operation planning and execution and achieve operational effects;
• Complement and enhance civilian resources with unique capabilities, including military personnel and equipment when responding to Requests for Assistance on an as-needed basis; and only at the request of the provincial or territorial authority through the Minister of Public Safety;
• Operation LENTUS: Support provincial and territorial authorities during domestic emergencies and disaster relief operations when identified as the force of last resort and called upon by the federal government;
• Operation PALACI: Support Parks Canada for avalanche control in Rogers Pass, British Columbia; and
• Operation CADENCE: Support the Royal Canadian Mounted Police to provide multiagency security for the 2025 G7 Leaders' Summit in Kananaskis, Alberta.

Cyber threats are a growing concern in modern warfare, and military operations are increasingly dependent on digital technologies. Defence will enhance its readiness posture and operational cyber resilience through the following:

• The pan-DND/CAF Cyber Mission Assurance Program and a continued focus on enabling cyber resilient people, weapon systems, platforms, infrastructure, supply chains, and effective CAF cyber and mission forces;
• Several key initiatives include developing a CAF Cyber Mission Assurance strategy, supporting CAF operations such as HORIZON and REASSURANCE through enhanced readiness activities to protect CAF capabilities and advancing the Cyber Real Property Assurance Program to strengthen the resilience and survivability of Defence infrastructure; and
• Leading efforts to enhance domestic partnerships and international alliances by aligning common threat approaches and supporting the initial implementation of the Canadian Program for Cyber Security Certification to integrate cyber security and resilience into vital supply chains.

Results we plan to achieve

As a partner of the National Search and Rescue Program, the CAF will remain focused on the primary responsibilities of providing aeronautical Search and Rescue (SAR) services and coordinating the aeronautical and maritime SAR system with the Canadian Coast Guard.

The CAF will continue to partner with the Civil Air Search and Rescue Association (CASARA) in activities related to aeronautical SAR operations coordinated by the CAF. SAR operations will be further improved through joint operations; the implementation of existing capabilities, such as remotely piloted aerial systems, a national training academy, a national safety program, the continued development of Northern zones; and the training of volunteers.

As technologies and conditions enable people to venture further into challenging environments and regions, and as climate change makes SAR more challenging, the CAF SAR enterprise continues to evolve with modern equipment and technologies. Such efforts will serve to reduce the amount of search time required to locate those in distress on land and on the waters within the area of international commitment. The SAR enterprise will continue to roll out cell phone detection and location-finding equipment on the CC-130 Hercules aircraft, as well as on CASARA-operated aircraft. At the same time, work will progress to embody this capability on replacement and upgrade aircraft, including respective Kingfisher Fixed-Wing Search and Rescue and Cormorant Mid-Life Upgrade programs, so that it is available for operational service in the coming years.

At the request of local and regional police authorities, the Canadian Rangers will extend support to ground search and rescue in Northern, remote, isolated, and sparsely populated communities.

Results we plan to achieve

The Canadian Arctic region continues to be affected by climate changeand increasing vessel traffic in Arctic waters. As cold-weather technologies improve, the Arctic is emerging as an area of international strategic, economic, and military importance, with both Arctic and non-Arctic states expressing and exercising a variety of interests in the region's potential. DND/CAF will undertake a multi-faceted and integrated approach, in collaboration with all levels of government and agencies and including Northern and Indigenous partners, to assert Canada's sovereignty and security in its Arctic and Northern regions.

As indicated in Our North, Strong and Free, DND/CAF will begin developing a network of Northern Operational Support Hubs (NOSH) to improve Canada’s presence and responsiveness in the Arctic. This initiative will enable the CAF to better assert Canadian sovereignty and maintain greater year-round military presence across the Arctic as part of a whole-of-government approach to the safety, security, and defence of the Canadian North. This will include meaningful consultations and engagement with federal partners, territorial governments, Indigenous partners, and northern communities. Thus far, Iqaluit, Inuvik, and Yellowknife have been announced as future operational support hub locations, with further locations to be confirmed as part of the NOSH network.

Operation NANOOK will continue to evolve and operationalize as the CAF's signature annual northern operation, with the following four comprehensive deployments:

• Operation NANOOK-NUNAKPUT will involve integration and operations with land forces and other government departments, as well as support to research and development in the approaches to and inside the Northwest Passage. The operation will also include conducting surveillance and maintaining a visible presence;
• Operation NANOOK-NUNALIVUT activities will be executed in the territories during the late winter and above the Arctic Circle. The focus will be on deploying a joint multinational force to rehearse and enhance CAF capability to deploy and operate in austere and remote environments and support to research and development during the winter of 2025-26. This operation will foster participation through international and partner cooperation and will also deliver space effects in support of Canadian operations in the Joint Task Force North region. This operation will increase readiness through integration of the Canadian Space Operations Centre, the Canadian Forces Joint Imagery Centre and the Satellite Operations Centre, while also exploring the concept of deploying a Space Liaison Officer to coordinate employment of space effects;
• Operation NANOOK-TATIGIIT is planned in collaboration with territorial and federal government partners, as part of an inter-agency response to a major event or incident. The primary focus will be on interoperability and support with the CAF, other government departments and agencies, and the Arctic SAR community to ensure an effective response; and
• Operation NANOOK-TUUGAALIK will demonstrate presence and conduct surveillance in the Northwest Passage and its approaches, in concert with partners and allies, to enhance awareness and interoperability.

As detailed in the Royal Canadian Navy Arctic and Northern Strategic Framework, defence objectives include enhancing the ability to project and sustain military force, as well as preventing and responding to safety and security incidents in the Arctic and the North. In FY 2025-26, these objectives will result in an increased commitment from the Royal Canadian Navy vessels assigned to Operation NANOOK.

This increased presence will be made possible by the imminent completion of all six Arctic and Offshore Patrol Vessels (AOPV), with the final vessel scheduled for delivery from the shipyard in FY 2025-26. Once all six AOPVs achieve operational status, four AOPVs will be based in Halifax, Nova Scotia, and two in Esquimalt, British Columbia. This will enhance DND/CAF's ability to project and sustain military force into the Canadian Arctic from both the Atlantic and Pacific entry points.

DND/CAF will conduct operations, exercises and training to further increase its Arctic presence and domain awareness. The CAF will:

• Use deployable sensors on all three coasts, including underwater surveillance and a satellite ground station in the high Arctic;
• Participate in Joint Pacific Mission Readiness Centre, a battalion sized exercise in Alaska in February 2026;
• Force generate a company-sized element to participate in NOREX, an Arctic exercise coordinated by the Canadian Army (CA), from February to March 2026, to enhance the CA's contingency readiness in the North;

• Provide allies and partners opportunities to develop their own skills in the Arctic by sending their personnel to select Canadian training opportunities. Training will take place at the Canadian Armed Forces Arctic Training Centre in Resolute Bay, Nunavut, which is managed by the CA. Indigenous partners will be engaged in support of this endeavour;
• Underpin Northern operations with individual training, including the Arctic Operations Advisor Course, supported by the Canadian Rangers;
• Maintain a persistent presence in 67 communities north of the 60th parallel, which includes 23 within the Arctic Circle. The 1st and 2nd Canadian Ranger Patrol Groups will support both the CAF and the Government of Canada by conducting presence patrols and northern and domestic operations, providing local operational capabilities, including monitoring the North Warning System, reinforcing community resiliency, and enhancing the Canadian military presence in the Arctic;
• Coordinate through the North American Aerospace Defense Command (NORAD) and with the United States Northern Command (USNORTHCOM) to enhance long-range persistent aerospace and maritime surveillance capabilities; and
• Canadian Special Operations Forces Command (CANSOFCOM) will participate in Exercise ARCTIC EDGE 26, a multilateral Arctic exercise involving USNORTHCOM, Special Operations Command North and the CAF to train force projection and force sustainment in the Canadian Arctic context.

Defence will support the development of Canada's Foreign Arctic Policy along four main lines of effort:

• Provide policy guidance on current and future Arctic defence activities and priorities;
• Increase awareness and understanding of Arctic defence and security issues;
• Enable and deepen collaboration with key international allies and partners, as well as Indigenous and Northern partners and governments; and
• Maintain and advance internal and domestic cooperation and coordination on Arctic defence issues.

Results we plan to achieve

The Government of Canada continues to advance the modernization of continental defences through successive investment commitments, including Strong, Secure, Engaged (SSE), the June 2022 NORAD modernization announcements, and Canada's updated defence policy Our North, Strong and Free (ONSAF). Supported by a $38.6 billion investment over 20 years, NORAD modernization will strengthen Canada's ability, alongside the United States, to detect, deter, and defend against evolving aerospace threats. This includes delivering on key bilateral commitments, such as the 2021 Canada-United States Joint Statement on NORAD Modernization and the 2023 Joint Prime Minister-President of the United States Statement.

NORAD modernization is a phased, long-term initiative that requires ongoing collaboration with partners and stakeholders, including Indigenous partners, to protect against emerging military threats to Canada and North America. Key focus areas include:

• Fielding next-generation surveillance capabilities;
• Modernizing command, control, and communications systems;
• Modernizing air weapon systems;
• Strengthening infrastructure and support capabilities to sustain a strong military presence across Canada, with focus on the North; and
• Establishing dedicated science and technology capacity for the defence of North America.

These investments support Canada's sovereignty and ensure Defence can project power abroad from a secure home base. They also reinforce NATO's western flank at a time when autocratic regimes continue to challenge the rules-based international order.

Building on NORAD modernization, ONSAF sets the foundation for broadening Canada's ability to monitor continental approaches, detect and manage airborne and surface-based threats, and explore further contributions to integrated air and missile defence capabilities.

As part of its digital transformation efforts, NORAD and the United States Northern Command (USNORTHCOM) are contributing to both the United States Department of Defense's Combined Joint All-Domain Command and Control system and Canada's Pan-Domain Command and Control System. These initiatives leverage cloud technologies, digital innovations, and the use of artificial intelligence (AI) and machine learning to enhance decision making. NORAD, in coordination with the United States Chief Digital and Artificial Intelligence Office and USNORTHCOM, also continues to support the Global Information Dominance Experiment to further integrate AI capabilities into operational planning and execution.

NORAD will continue to advance its strategic priorities of domain awareness, information dominance, decision superiority and global integration through rapid development efforts. NORAD works in close coordination with Defence project sponsors and implementers to monitor project progress, advocate for capability requirements, and engage with Defence Research and Development Canada and the defence industry to identify effective solutions.

To defend North America, NORAD employs a range of capabilities, authorities, and activities, including sustained, dispersed and steady-state operations designed to do the following:

• Demonstrate and strengthen DND/CAF's ability to defend North America while integrating across domains with mission partners;
• Exhibit credible and robust defence capabilities to deter adversaries with hostile intentions towards Canada; and
• Validate and reinforce NORAD's mission of aerospace warning, aerospace control, and maritime warning while ensuring access and security in North America's northern regions.

For more information on NORAD modernization and the progress made to modernize Canada's ongoing contribution to continental defence, please visit:

• NORAD modernization projects and areas of investment;
• Funding for Continental Defence and NORAD Modernization; and
• Our North, Strong and Free: A Renewed Vision for Canada's Defence.

Results we plan to achieve

The emergence of new forms of long-term strategic competition and a weakening of the international rules-based order are playing out on multiple fronts and across multiple dimensions of power. Economic coercion, influence operations, media manipulation, cyberattacks, competition in the space domain and the use of paramilitary and proxy forces are just some of the ways in which hostile actors increasingly challenge the rule based international order that keeps Canada safe and prosperous.

DND/CAF will uphold the rules-based international order by fostering a more stable and peaceful world together with Canada's allies and partners. This will be achieved through the development, acquisition, and fielding of the capabilities needed to deter and defeat threats, and to win in conflict if required. In support of this goal, DND/CAF will continue to develop the defence and security capabilities of partner forces, respond to natural disasters and humanitarian crises, operate effectively in all environments, deter aggression, and contribute to peace support operations.

In support of Euro-Atlantic security and stability, DND/CAF will:

• Support collective deterrence against all threats by delivering on Canada's commitments to NATO;
• Operation REASSURANCE: Continue to support NATO's deterrence and defence measures in Central and Eastern Europe through the following:
  • Land Task Force – Latvia: Defence will continue building and sustaining a combat-capable multinational brigade led by Canada. More information can be found in the 2022 Canada-Latvia Joint Declaration, the 2023 Roadmap and on the NATO website: NATO's military presence in the east of the Alliance;
  • Air Task Force – Prestwick (ATF-P): Prestwick, Scotland, is an air transport hub through which the CAF sustains various operations around the world, most notably support to Ukraine. In addition to its missions in support of Ukraine, ATF-P supports CAF deployments in Central and Eastern Europe (Operation REASSURANCE), the Middle East (Operation AMARNA) and Africa (Operation PRESENCE). Canada will continue to provide three CC-130J Hercules aircraft and 60 CAF members out of ATF-P through Operation REASSURANCE;
  • Air Task Force (ATF) – Latvia: Continue to operate a Tactical Aviation detachment out of Lielvarde, Latvia, with the employment of four CH-146 helicopters in a utility role for the NATO Multinational Brigade. DND/CAF will maintain two CH-47 Chinook helicopters at readiness in Canada for deployment to ATF-Latvia for exercises and operations as needed;
  • Maritime Task Force – NATO Standing Naval Forces: Contribute to NATO's Standing Naval Forces – multinational, integrated maritime force from various allied countries – including support to Standing NATO Maritime Group Two. Canadian warships, including their air assets, are permanently available to NATO on a rotational basis to perform a variety of tasks, ranging from participating in exercises to intervening in operational missions. Canada will:
    • Deploy one Halifax-class frigate with an embarked CH-148 helicopter for six months in FY 2025-26 with either Standing NATO Maritime Group One or Two; and
    • Deploy two Kingston-class Maritime Coastal Defence Vessels for five months with either the Standing NATO Mine Counter-Measures Group One or Two.
  • Maritime mine countermeasure: Conduct clearance diving and explosive ordnance disposal to clear remnants of war along the shoreline and underwater along the Baltic Sea coastline (Operation OPEN SPIRIT) and in the western Black Sea.
• Operation UNIFIER: The CAF's capability building mission in support of Ukraine. Canadian Joint Operations Command (CJOC) provides military capacity building training through a variety of initiatives, including basic recruit training for the Security Forces Ukraine (SFU), Combat Engineer skills training, Combat Medic training, and Junior Officer Leadership development training. More information can be found at the following link: NATO Security Assistance and Training for Ukraine;
• Operation KOBOLD: Provide five staff officers to support the NATO-led Kosovo Force to support NATO and regional stability in the western Balkans;
• Operation SNOWGOOSE: Support the UN Peacekeeping Force in Cyprus mission by providing one embedded staff officer to support its headquarters; and
• Continue to perform a leadership role to support the NATO Climate Change and Security Centre of Excellence (CCASCOE) as host and Framework Nation, which includes contributing to the CCASCOE Director and 15 other personnel. In cooperation with Global Affairs Canada, Defence will also host two Steering Committee meetings in FY 2025-26.

In support of maintaining peace and stability within the Indo-Pacific region, DND/CAF will:

• Continue the deployment of a third warship to augment Canada's naval forward presence in the Indo-Pacific to conduct more cooperative deployments, maritime exercises, and port visits with allies and partners;
• Bolster cyber defence cooperation and provide cyber capacity development to regional partners;
• Maintain four defence policy advisors in the Indo-Pacific region to provide policy support to reflect the increased level of activities in the region and increase Canada's visibility in regional security discussions;
• Expand existing military capacity building initiatives and launch new training programs that advance joint priorities and interoperability with regional partners, such as Indonesia, Malaysia, the Philippines, Singapore and Vietnam, including the space of Women, Peace and Security;
• Operation HORIZON: To boost Canada's military presence in the region to support a free, open and inclusive Indo-Pacific, DND/CAF will do the following:
  • Exercise international navigational rights in the South China Sea and Taiwan Strait to ensure the freedom and safety of commercial trade movements in international waterways;
  • Continue to strengthen relations with regional partners and allies, contribute to interoperability through joint training, exchanges, and information sharing, and deploy more conventional and special operations forces to the region;
  • Increase CAF participation in international exercises and strengthen our relations with regional partners through security cooperation; and
  • Expand security cooperation with regional partners such as Japan and the Republic of Korea across a range of domains and issues to enhance interoperability.
• Operation NEON: Canada's contribution to a coordinated multinational effort to monitor the UN Security Council sanctions imposed against North Korea. This operation demonstrates Canada's commitment Indo-Pacific security, international security, and the importance of upholding the sanctions. It also demonstrates Canada's resolve to stand with allies and partners in accordance with Canadian interests. DND/CAF will do the following:
  • Employ CAF members in the Joint, Multinational UN Enforcement Coordination Centre and continue Canada's persistent contribution to the Multinational United Nations Command based in the Republic of Korea. This demonstrates Canada's resolve to stand with key Canadian allies and partners to create conditions conducive to peaceful, diplomatic solutions on the Korean Peninsula; and
  • Periodically deploy long-range patrol aircraft, and His Majesty's Canadian warships already in the region.
• Operation RENDER SAFE: Conduct clearance diving and explosive ordnance disposal in collaboration with international partners to search for, locate and dispose of explosive remnants from World War II. These unexploded ordnances are found on land and in shallow water along the coastline of the Solomon Islands.

In support of maintaining peace and stability within the Latin America and the Caribbean region, DND/CAF will participate in the following operations and exercises:

• Operation CARIBBE: Contribute to the United States-led enhanced counter-narcotics operations in the Caribbean Basin, the Eastern Pacific Ocean, and the coastal waters of Central America;
• Operation HELIOS: Contribute to the training of members of the Caribbean Community in support of the UN authorized, Kenyan-led Multinational Security Support mission in Haiti;
• Exercise TRADEWINDS: Implement the CAF's capability-building activities to support the Caribbean Task Force, including performing Humanitarian Assistance and Disaster Relief response scenarios, developing regional diving capabilities and supporting the training of the Caribbean Task Force; and
• Operation ACKEE: With support from Global Affairs Canada's Anti-Crime Capacity Building Program, the CAF will support Canada's initiative to build Jamaica Defence Force capacity and capability to combat trans-regional threat and criminal activity in the Caribbean Basin and contribute to further development of Caribbean partner forces' interoperability.

In support of maintaining peace and stability within the Middle East, DND/CAF will participate in the following:

• Operation AMARNA: Canada's latest mission to strengthen peace and security in the Middle East, building on the activities of previous Operations ARTEMIS and IMPACT. Under this new operation, the CAF will conduct a variety of activities, including exercises and defence diplomacy to strengthen its regional defence partnerships; it will continue support to NATO Mission Iraq, and continue capacity building in Jordan and Lebanon; as well as continue contributions to the Combined Maritime Forces;
• Operation PROTEUS: Canada's contribution to the Office of the United States Security Coordinator (USSC). CAF members serve with the USSC team as part of Canada's military task force in Jerusalem;
• Operation JADE: Support the UN Truce Supervision Organization by providing up to five military observers and/or staff officers; and
• Operation CALUMET: Support the Multinational Force and observers, by providing 39 military personnel to demonstrate the Government of Canada's commitment to the peace process between Israel and Egypt and to maintain credibility on the global security stage.

In support of maintaining peace and stability within Africa, DND/CAF will participate in the following:

• Operation CROCODILE: Continue providing eight staff and liaison officers and one national support representative to support the UN Stabilization Mission in the Democratic Republic of the Congo;
• Operation SOPRANO: Provide nine staff officers to support the UN Mission in South-Sudan;
• Operation PRESENCE: Contribute to the Government of Canada's peace operations strategy, which includes the commitment of high-value military capabilities to various UN peacekeeping missions with the following:
  • Tactical Airlift Detachment: Provide up to 50 personnel for episodic tactical airlift under the Regional Service Centre Entebbe in support of a variety of UN missions in Africa, such as those in the Congo, South Sudan, as well as the UN Interim Security Force for Abyei;
  • Elsie initiative on Women in Peace Operations: The CAF will be prepared to provide up to 20 personnel to support the Elsie initiative through the provision of tailored bilateral training assistance that enables the meaningful participation of uniformed women in UN Peace Support Operations; and
  • Training Support to Peace Operations: The CAF will be prepared to provide up to 70 personnel to conduct episodic training activities related to the UN, such as an engagement platoon, to assist the UN in addressing systematic challenges related to peacekeeping.
• Participating in Multilateral Planning Groups with key allied partners in the region; and
• Continued participation in Exercise FLINTLOCK: To build on Canada's longstanding contributions to counter-terrorism capacity building and address violent extremism in Western Africa.

Defence will ensure that it can operate effectively in all domains, including space and cyber, and that it is digitalized and networked for the digital age, by seizing the opportunities and addressing the challenges of strategically essential emerging technologies, such as AI and quantum, through the following activities:

• The CAF Joint Communications and Information Systems (JCIS) Network Operations Centre Capability monitors and controls an increasingly integrated, pan-domain JCIS backbone that provides operationally focused, mission-essential communication and information services to operational commanders and DND/CAF strategic decision makers. In FY 2025-26, the JCIS Network Operations Centre Capability will do the following:
  • Deliver more operationally relevant outputs from its 24/7 JCIS watch capability by identifying the impacts of circuit outages and device failures on command and control (C2) of CAF operations;
  • Improve the depth and quality of its cyberspace situational awareness products in support of CAF domestic, continental, and international operations; and
  • Contribute to the ongoing planning and development of the National Defence Operations and Intelligence Centre by identifying ways in which the new facility will enable greater integration of JCIS network operations monitoring and control into CAF pan-domain C2 and intelligence processes.
• Develop and maintain a robust space program that delivers space domain awareness in support of CAF operations in other domains, and defend and protect space assets on which the CAF rely for operations;
• Promote, alongside Global Affairs Canada, responsible state behaviours in space and cyberspace in support of global security, Canada's national interests and deterrence objectives, as well as the responsible, ethical and legal development and use of AI and autonomy in the military domain; and
• Implement the DND/CAF Quantum Science and Technology Strategy.

Vancouver Principles: Departmental efforts on the integration of interim Military Child Protection Focal Point (iMCPFP) capabilities into the current Gender Advisor operational employment framework will be co-led by the CJOC Gender Advisor and the CANSOFCOM Intersectional Advisor. The iMCPFP concept is anticipated to remain in place as a bridging strategy, pending a fuller development of options for child protection within CAF lines of effort. A baseline strategy for training the deploying CAF members on reporting functions and format will be developed for all operations.

For a detailed list of current, past and future military operations and exercises, please refer to the CAF Operations and exercises website.

Results we plan to achieve

In accordance with the Chief of the Defence Staff and Deputy Minister Directive for CAF Force Posture and Readiness, Defence will prioritize and direct Defence activities, so that the CAF is ready to conduct complex operations in contested, degraded and operationally limited environments. This includes focusing on building across its four key pillars:

1. People;
2. Equipment;
3. Training; and
4. Sustainment.

As Defence progresses with its modernization efforts, a deliberate emphasis will be placed on enhancing CAF and allied interoperability, as well as integrating new capabilities into training and readiness activities.

At a time when defence and security needs are changing faster than ever, Canada's military must remain prepared to keep Canada strong. At home, the CAF will conduct civil power and/or domestic support, responding to forest fires, and ensuring sovereignty in the Arctic. In North America it will fulfil its commitment to the North American Aerospace Defense Command (NORAD), and it will play a key role in promoting peace and stability internationally by supporting North Atlantic Treaty Organization's (NATO) and increasing Canada's presence in the Indo-Pacific region. The CAF will contribute to peace and stability internationally. The CAF will also advance operational readiness by participating in training exercises across domestic, continental, and international contexts with other government departments and agencies, allies and partner nations to ensure a high state of force preparedness.

Planned exercises and activities in fiscal year (FY) 2025-26 include the following:

• Exercise VITAL ARCHER 25: A bilateral exercise led by the Canadian Special Operations Forces Command (CANSOFCOM) and the United States Northern Command (USNORTHCOM), focusing on counterterrorism and countering weapons of mass destruction. It will involve multiple Canadian departments and agencies, as well as intergovernmental partners at the provincial and municipal level;
• Exercise TALISMAN SABRE 25: A multinational Australian and United States-led Indo-Pacific warfighting exercise. Defence will use this exercise to train force projection and force sustainment in concert with Indo-Pacific partner and ally nations;
• Exercise STEADFAST DETERRENCE 25 and Exercise STEADFAST DUEL 25: Two high-level NATO-led exercises designed to train NATO and national headquarters in executing NATO plans against a peer adversary contesting the Alliance in peace and crisis. Canada's participation will focus on integration of national and NATO processes within the context of Operation REASSURANCE;
• Exercise VIGILANT SHIELD 2026: A bi-national command post exercise between Canada and the United States designed to assess and enhance the readiness of NORAD and USNORTHCOM, as well as their components and mission partners, to defend North America from attack across all domains, including air, land, maritime, space, and cyberspace. This exercise contributes to Canada's steadfast commitment to Canada-United States bi-national and bilateral defence and security arrangements, including the NORAD Agreement, the Canada-United States Combined Defence Plan and the Canada-United States Civil Assistance Plan;
• Exercise INTERNAL LOOK 26: A United States Central Command sponsored coalition exercise designed to inform, coordinate, and refine the battle staff and national headquarters (HQ) warfighting processes required to respond to a regional crisis in the Middle East. Canada contributes both a Canadian Joint Operations Command (CJOC) headquarters element and an exercise participant element;
• Exercise Unified Vision 26: NATO's premiere Joint Intelligence, Surveillance, and Reconnaissance exercise and training event scheduled for summer 2026. Coordinated by the Directorate of Joint Capability Development, this exercise involves a series of national and international coordination meetings and pre-exercise activities, including small-scale focused events and risk-reduction activities. More than 18 nations, together with key NATO agencies, are expected to participate, such as the NATO Communications and Information Agency, the NATO Intelligence, Surveillance and Reconnaissance Force, Supreme Headquarters Allied Powers Europe, and the Battlefield Information Collection and Exploitation System. 15 CAF units or elements are expected to participate;
• Exercise MAPLE RESOLVE: A high-readiness exercise that will prepare Canadian Army (CA) elements for deployment on Operation REASSURANCE;
• Exercise OAK RESOLVE: A battalion-level NATO validation exercise conducted by the Enhanced Forward Presence Battle Group in Latvia;
• Exercise GLOBAL RESOLVE: Joint Pacific Mission Readiness Centre exercise in Alaska: A United States Army brigade-level high readiness exercise conducted in Alaska. The CA will participate at the battalion level to prepare the Global Response Task Force for contingency operations;
• Exercise PRECISE RESPONSE: A live agent and interoperability training exercise conducted on behalf of NATO with Defence Research and Development Canada at Canadian Forces Base (CFB) Suffield for Chemical, Biological, Radiological, and Nuclear response for non-specialist and specialist practitioners;
• Exercise ARDENT DEFENDER: A joint, international, inter-agency Counter Explosive Threat and Explosive Ordnance Disposal exercise held at 5th Canadian Division Support Base Gagetown aimed at confirming individual and collective skill sets across the CAF, as well as increasing operability between NATO Allies;
• The CA can conduct limited concurrent operations while sustaining force generation. This includes the mission in Latvia, potential deployments under Operation GLOBE, non-combatant evacuations, and smaller-scale security tasks (domestic or abroad). The CA can fulfil its current obligations to Multinational Brigade Group – Latvia as articulated to Supreme Allied Commander Europe without impacting force generation. A planning initiative is underway that seeks to optimize and modernize equipment fleets, addressing serviceability challenges and ensuring sustainability into FY 2025-26 and beyond;
• WARFIGHTER Exercise: A United States Army division-level computer-assisted exercise. The CA will participate at the brigade headquarters level to prepare brigade staff for deployment on Operation REASSURANCE as the Multinational Brigade Headquarters – Latvia;
• ARCTIC CHALLENGE EXERCISE: DND/CAF participation builds strategic links with Arctic allies and provides tactical-level experience while also providing a venue to garner best practices in transitioning to the CF-35A Future Fighter;
• COALITION VIRTUAL FLAG 25: A large-scale, virtual military training exercise involving allied nations. It aims to simulate complex combat scenarios in a virtual environment, allowing participants to coordinate and improve joint and coalition warfare tactics as well as enhance interoperability, communication, and strategic decision making among coalition forces;
• MOBILITY GUARDIAN 25: An exercise led by the United States Air Mobility Command and focused on enhancing air mobility capabilities for the United States and allied forces. It is designed to train forces on rapid global mobility, complex logistics, and the deployment and sustainment of forces in contested environments. The exercise brings together airlift, air refueling, aeromedical evacuation, and logistics components. The Royal Canadian Air Force (RCAF) plans to contribute with air mobility assets and Aeromedical Evacuation elements;
• ARDENT SENTRY 25: A large-scale exercise conducted by USNORTHCOM and NORAD. It focuses on homeland defense, emergency response, and support for civil authorities in dealing with a range of simulated crises, from natural disasters to potential attacks on the United States and Canada. The exercise is designed to ensure that the United States and Canadian military and government agencies can respond quickly and effectively to protect lives and infrastructure;
• FRISIAN/RAMSTEIN FLAG 25: A multinational air combat exercise hosted by the Royal Netherlands Air Force. It is one of Europe's largest and most comprehensive air warfare training events, involving air forces from NATO Allies and other partner nations. The exercise provides a unique opportunity for pilots and aircrews to practice complex air operations in realistic and dynamic environments, honing their skills in large-scale, multinational missions. The RCAF will be contributing air-to-air refueling assets and Air Battle Management personnel;
• CANSOFCOM will continue to train and equip agile, high-readiness Special Operations Forces capable of conducting special operations in support of Government of Canada priorities at home and abroad. CANSOFCOM will remain ready to respond to emerging crisis situations or contingencies that threaten Canadians and Canadian interests;
• The CAF will leverage intelligence capabilities to better understand the nature of current threats and operating environments, ensuring that forces are ready to face current planned and contingency missions in the safest and most effective way; and
• The CAF will strengthen its operational integrity by hardening its forces against adversarial influence, tampering, espionage or sabotage, with the support of defence intelligence to reduce vulnerabilities.

Throughout FY 2025-26, the Royal Canadian Navy (RCN) will generate, sustain and renew combat-effective, multi-purpose naval forces and capabilities ready for operations. The RCN will continue to rely upon the existing fleet to deliver on CAF Force Posture and Readiness (FP&R) until the delivery of the future fleet. The degradation in materiel readiness of the aging platforms within the existing fleet will present a significant challenge to maintaining that operational readiness. Maintaining combat effectiveness will remain a focus to ensure Defence can integrate with allies to be effective maritime partners. The RCN will carefully manage both the people and platforms available to ensure it continues to meet FP&R requirements, within the context of significant shortages of personnel across multiple occupations, and the growing gap in the materiel readiness of an aging combatant fleet. The necessity to sufficiently crew HMC ships and submarines with qualified personnel will be balanced with the critical reconstitution effort to recruit and train sailors and officers with the skill sets required to transition to the future fleet.

The CA is at 79% of Preferred Manning Level. Trained Effective Strength (TES) of the CA is currently at 85%, while the Operation REASSURANCE persistent Brigade level commitment depending on ongoing operations, ranges from 65% to 80% of the CA's sustainable deployment capacity. To maintain domestic and international response task readiness, the CA is currently at its force generation sustainability limit. The Army Reserves will generate 20% of the force, with expeditionary task durations adjusted. Force commitment is expected to peak in fall 2025.

DND/CAF will continue to refine its ability to force generate land power by improving cooperation and interoperability with allied nations and partners. The CAF is a credible and reliable military partner that promotes a broad Canadian outreach. This will be achieved through annual staff talks with key allies and partners, leveraging existing interoperability forums such as the American, British, Canadian, Australian, and New Zealand Armies' Program, NATO participation in select international exercises and events (e.g. Project Convergence), the embedding of exchange or liaison officers, and the conduct of short-term exchanges.

DND/CAF will conduct training, maintenance and other preparations necessary to generate the leadership, personnel, and equipment required to command, execute, and sustain domestic or expeditionary operations, Domestic operations include Operations LENTUS, LASER and VECTOR. International operations include Operations REASSURANCE, UNIFIER, and AMARNA.

The Global Response Task Force is based on a Regular Force light infantry battalion. Maintaining a high state of readiness and deployability, it is one of the department's rapid response units. The CAF will deploy these elements to Latvia as a surge element of the Operation REASSURANCE Multinational Brigade.

The RCAF's TES is currently at 83.5% overall. Personnel shortages in key trades such as technicians and aircrew, together with parts availability and defence supply chain issues, are affecting both the overall readiness of our Force elements and aircraft serviceability rates. The RCAF will also be undergoing a massive modernization effort to enhance operational effectiveness and meet the strategic goals laid out in Our North, Strong and Free (ONSAF) and Strong Secure, Engaged(SSE): Canada's Defence Policy. This effort requires significant growth, training, and transitioning of personnel to new capabilities. This transition will necessitate periods of reduced operational capacity in certain areas, with increased levels of sustained effort in multiple areas. Defence recently established the Future Occupation Working Group, tasked with ensuring the alignment of occupations, skill sets, and the organizational structure to deliver future operational capabilities. A more agile and responsive approach to recruitment and training will be applied, enabling the RCAF to adapt to evolving operational requirements. Moreover, the demand for increased production capacity is expected to extend beyond 2030.

Defence will continue to harness innovation in the space domain by leveraging world-leading talent and adapting to evolving challenges and opportunities in the space domain, and continuing to invest in a range of space capabilities and domain awareness that future-proof our ability to defend North America. DND/CAF will seek opportunities for training activities to enhance readiness such as the following:

• SCHRIEVER WARGAME 25: A forward-looking exercise focused on anticipating and addressing the evolving threats to space security. It will enable Canada and other allied nations to develop strategies for defending space assets, preserve technological advantages, and ensure that space remains a secure domain;
• TRIDENT FURY: A Canadian Space Aggressor Team naval exercise which enhances the RCN combat readiness relating to exposure to and preparedness to operate within a space-denied environment; and
• Coalition Warrior Interoperability Exercise 25: A NATO exercise that will improve readiness in terms of technical interoperability and testing the use of the Space Common Operating Picture tool.

DND will continue to grow the CAF Cyber Force by recruiting and enabling new Cyber Operators, attracting motivated and skilled personnel from across military occupational specialties for employment in the cyber domain and supporting the employment of reservists with specialized skill sets. DND/CAF will seek opportunities for training activities to enhance cyber force readiness including participation in the following exercises:

• Exercise CYBER GUARD, which is part of the Elite Constellation series of global exercises; and
• Exercise CYBER FLAG, part of the United States Cyber Command series of Tier-1 tactical cyber exercises to train for defensive cyberspace operations alongside multiple nations.

Results we plan to achieve

Defence is responsible for several Defence Supply Chain business transformation initiatives to improve CAF readiness from an equipment perspective. Three initiatives will form a modernized Defence Supply Chain core. DND/CAF can expect improved materiel accountability, resilience and materiel readiness, which will directly impact DND/CAF's ability to conduct concurrent operations by maximizing the effective use of existing resources. Key in-flight projects are as follows:

• Modernization and Integration of Sustainment and Logistics;
• Automatic Identification Technology; and
• Materiel Planning and Forecasting.

The goal of the RCN's naval engineering and maintenance teams remains the sustainment of the Halifax and Victoria classes until their replacement projects (the Canadian Surface Combatant / River-class destroyer and the recently announced Canadian Patrol Submarine) start to deliver new platforms for the RCN.

In support of these efforts, the funding provided in ONSAF will allow for enhanced human and materiel resources to support the Halifax class over the coming years.

In FY 2025-26, key RCN actions will include the following:

• Delivery of the future HMCS Robert Hampton Gray, the final Arctic and Offshore Patrol Vessel (Harry DeWolf-class). The ship is expected to begin operations in early 2026. Following the successful air operations with the CH-148 Cyclone in the summer of 2024, further air integration of the HDW-class with the CAF's maritime helicopter;
• Delivery of the first Protecteur-class Joint Support Ship is expected in 2025. Following the post-delivery work period, the ship will conduct readiness training in support of an extensive test and trials program, designed to validate the ship's capabilities and begin building corporate knowledge of the class;
• Canada remains committed to international operations, including Operation NEON, Operation REASSURANCE and Operation HORIZON, which will involve the deployment of RCN ships to their theaters of missions; and
• HMCS Windsor will enter an Extended Docking Work Period in 2025, managed by Fleet Maintenance Facility Cape Scott. This work will include necessary maintenance and capability upgrades to ensure the continued availability of the platform into the mid-2030s.

The Canadian Army Equipment Readiness Program, updated in 2021 and 2023, is focused on maintaining the serviceability of equipment to support readiness and operational requirements.

In FY 2025-26, key CA actions will include the following:

• Improving CA equipment ownership culture by using the official system of record to document and monitor operator inspections;
• Working with the Materiel Group to critically evaluate equipment preventive maintenance requirements without compromising safety or fleet health;
• Better aligning the CA's equipment serviceability targets with operational outputs so that maintenance resources can be allocated where required;
• Developing a Long-Term Support Contract to provide additional maintenance support to the Leopard 2 fleet of vehicles which has traditionally been maintenance-heavy; and
• Conducting a review of roles and responsibilities of service battalions and technical services organizations, which will help to prioritize maintenance at the second line organization level, thus ensuring that equipment readiness priorities are properly aligned within stakeholder responsibilities.

The CA faces a critical challenge as its fleets decline in serviceability. Only 52% of key systems are serviceable, and this impacts fleets such as tanks and armoured fighting vehicles. The situation is attributed to underfunding of National Procurement funds, aging platforms, obsolete components, project delays, and a shortage of technicians. In the short term, resource allocation will focus on maintaining capabilities essential to domestic missions and meeting international commitments to NATO and NORAD. In the medium term, the CA plans to modernize key systems, conduct a holistic review of its structure and resources, and maintain the brigade as its core deployable framework, ensuring it is at the forefront of adversary innovation, and focusing on the robust integration of command, control, communication, and support networks.

As part of its modernization strategy, the RCAF will adopt innovative, emerging, and disruptive technologies. The aim is to achieve and maintain operational advantage by completing the RCAF's evolution into an integrated Air and Space Force, supported by a robust digital framework/roadmap and able to operate seamlessly with Joint allies and partners.

The RCAF's key modernization themes are the following:

• Reach: To be effective in all expeditionary theatres that the RCAF could support and at extremes of domestic airspace (Arctic, Indo-Pacific, Europe);
• Lethality: Credible options to detect, deter and defeat modern threats;
• Overmatch: Achieve superiority via a mix of advanced technology and tactics;
• Interoperability: With NORAD, NATO and Five Eyes partners; and
• Security: Imperative to protect Canadian and allied information and technologies to preserve operational advantage.

In FY 2025-26, key RCAF actions will include the following:

• Strategic Tanker Transport Capability: As part of this project, infrastructure upgrades at CFB Trenton will commence in 2025;
• Remotely Piloted Aircraft System (RPAS): As part of the RPAS project, construction on the Ground Control Centre and both Air Maintenance Detachments will start in 2025. Integration of the first two remotely piloted aircraft will continue through 2025, and aircraft testing is set to begin in 2026;
• Fixed Wing Search and Rescue (FWSAR): The FWSAR project anticipates achieving an initial operational capability with the CC295 performing the SAR mission at CFB Comox, British Columbia, in 2025;
• Cormorant Mid-Life Upgrade: This project will see the start of production of new airframes at IMP Aerospace and Defence in Halifax, Nova Scotia, in 2025;
• Griffon Limited Life Extension: This project will see the delivery of the upgraded CH146C Mk II aircraft to operational 1 Wing units in 2025;
• SAR Mission Management System Replacement Project: As part of the overall renewal of the Defence SAR enterprise, this project will replace the legacy software used to coordinate marine and aerospace rescue assets;
• Tactical Control RADAR Modernization Project: To augment the radar systems already delivered under this project, delivery of ancillary equipment including associated command, control, and communication systems and shelters will begin in 2025;
• Canadian Advanced Synthetic Environment Phase 2: This project will provide advanced hands-on equipment to enhance the training of aerospace maintenance technicians. The project is anticipated to reach final operational capability in 2025;
• Medium Arctic Mobility Vehicles: This is a small project that consists of six arctic capable vehicles configured for cargo, ambulance, and passenger transport that will support operations in Canadian Forces Station Alert. All six vehicles are expected to arrive in 2025; and
• Surveillance of Space 2 Ground Based Optical: This portion of the project consists of three ground-based telescopes positioned at three military bases across Canada. Personnel training and infrastructure work and preparation will continue through 2025.

Defence Resource Management Information System is the DND/CAF Enterprise Resource Planning tool used to manage and execute a variety of functions including, but not limited to, procurement, finance, materiel management, maintenance, transport and distribution of materiel, ammunition management, and infrastructure. This software is a critical enabler that underpins DND/CAF's needs to meet the Government of Canada's objectives, and to conduct operations at home and abroad.

The Strategic Joint Staff is responsible for several digital Defence Supply Chain projects which will ensure that the CAF is ready to conduct concurrent operations from an equipment and material readiness perspective. These projects align with the CAF's new defence policy addressing digitization as a foundational component in defending North America.

The Operational Sustainment Modernization Strategy highlights the importance of an integrated and modernized Operational Sustainment model. The strategy characterized Joint Logistics as the cornerstone of the Sustainment Enterprise, and Ready Forces cannot be achieved without significant investment and modernization in Joint Logistics and the corresponding sustainment enterprise.

The Joint Logistics Modernization Campaign Plan articulates key Joint Logistics modernization initiatives in a single strategic document. It provides the CAF and all stakeholders within the Joint Logistics Network with a vision and path for modernization. The campaign plan will focus on achieving improvements in four lines of effort: People, Processes, Technology and Systems, and Governance.

Implementation of the campaign plan will provide tangible improvements in supporting strategic policy such as Strong, Secure, Engaged and Our North, Strong and Free. It is increasingly recognized that the delivery of capabilities and Ready Forces cannot be fully successful without the corresponding investment in the foundational sustainment lines of effort. Significant investment is required to achieve the desired outcome of coordinate coherent, and aligned logistics effects.

Results we plan to achieve

In FY 2025-26, DND/CAF will drive Defence reconstitution efforts by focusing on recruitment, retention, and modernization strategies to strengthen force readiness and meet operational demands across the RCN, the CA and the RCAF. Key initiatives include the following:

• Recruitment and Attraction;
  • Develop a five-year recruitment plan to reach the CAF's authorized strength, emphasizing roles in the RCN, technical fields, and hard-to-fill trades;
  • Launch a targeted communication and engagement strategy to enhance recruitment and attraction;
  • Implement an agile, digital application portal to simplify the applicant experience;
  • Expedite enrolment by streamlining security and medical screening processes and removing unnecessary intake barriers; and
  • Review all occupation Common Enrolment Medical Standards.
• Retention and Training;
  • Staff recruitment and training establishments with top talent including Reserve Force members;
  • Implement enhanced Basic Training List Management to speed up readiness;
  • Modernize training methods, using modular and decentralized approaches for faster integration into effective strength; and
  • Improve quality of life and retention, especially for RCN members, through personalized support initiatives.
• Modernization and Efficiency;
  • Eliminate outdated processes to address personnel shortages while fostering diversity;
  • Create new Reserve positions to manage Chaplain services and support Regular Force members; and
  • Advance the RCAF's recruitment outreach, prioritize applicant processing, and increase intake capacity through modernized training approaches.

Through these actions, DND/CAF aims to build a sustainable, agile, and capable workforce that supports Canada's evolving defence priorities.

Results we plan to achieve

In FY 2025-26, the Defence Team will continue to strengthen its commitment to employee well-being through expert disability management and comprehensive Employee Assistance Program services, including counselling, wellness coaching, workplace injury support, medical accommodations, the Civilian Employee Return to Work Program, prolonged absence management, Accessibility Passport administration, and medical retirement guidance. By maintaining and enhancing these services, DND will continue to prioritize the health and well-being of employees, fostering a healthier and more inclusive Defence Team.

In FY 2025-26, DND/CAF will strengthen readiness and well-being with initiatives such as policy modernization, improved assessment practices, enhanced health and wellness support, and improved transition and digital resources, by doing the following:

• Implementing a modernized universality of service policy and ending the current period of retention to maintain operational readiness;
• Advancing the Adaptive Career Path policy to support balanced, flexible career pathways;
• Updating and consolidating CAF release, compassionate status, and contingency cost move policies to maintain operational readiness;
• Broadening the use and requirement for multi-rated character assessments, including 360-degree evaluations, across ranks;
• Implementing Unit Retention Interviews for the Reserve Force in 2025 (which are currently operational for the Regular Force) to promote early intervention, plan for retention, and conduct departure analysis;
• Promoting Return to Duty program awareness to retain skilled members and support operational effectiveness;
• Delivering comprehensive healthcare, including physical and mental health support, rehabilitation, and regular medical assessments to maintain CAF personnel health and readiness;
• Expanding mental health services for timely access to care both in garrison and during deployments, supporting resilience in line with the Chief of the Defence Staff and Deputy Minister Directive for CAF Reconstitution Directive;
• Developing a new Electronic Health Record system with modern decision-support tools, secure health data access, advanced analytics, and a patient-centered experience comparable to those of provincial and Defence partners;
• Expanding the CAF Women and Gender-Diverse Physical Fitness and Wellness Program to support unique fitness needs across all stages of life;
• Continuing analysis of the Prenatal and Postpartum Program and launching a physical performance platform for personalized training;
• Implementing a Reserve transition support policy and expanding the National Resource Directory for broader external support access;
• Expanding the Digital Transition Centre for a centralized, online transition planning portal, supporting member well-being from recruitment to transition; and
• Broadening the scope of the CAF Housing Strategy into a CAF Living Accommodations Strategy, which will encompass DND's housing and furnished quarters programs.

These initiatives support DND/CAF's focus on modernizing policies, optimizing personnel readiness, and enhancing health and transition services, ensuring a sustainable force for current and future needs.

Defence will continue to implement the Optimizing Performance, Force and Family (OPF2) program to address the unique health and wellness needs of CANSOFCOM members ensuring they are able to maintain high readiness and respond to operational demands. In FY 2025-26, efforts will focus on implementing the program's Performance Measurement Framework and reviewing data to ensure the programs and services offered across the four domains — Spiritual, Family, Physical and Mental Health — meet their intended goals.

The Sexual Misconduct Support and Resource Centre (SMSRC) will continue to offer programs and services to support the health and well-being of current and former Defence community members and their families, aged 16 and older, who have been directly or indirectly affected by sexual misconduct. Highlights for FY 2025-26 include the following:

• Continue to deliver key support services, including the 24/7 bilingual and toll-free support line, the Response and Support Coordination Program, and the Community Support for Sexual Misconduct Survivors Grant Program
• Implement the next phase of the Independent Legal Assistance Program;
• Identify and address gaps in programs and services in part through developing and implementing a comprehensive Client Experience Strategy, which includes a client experience survey, to collect and analyze feedback. Ongoing community consultations will gather additional input in areas identified for improvement;
• Conduct research to help leadership assess, prevent, and respond to sexual misconduct. This includes developing training and interventions for high risk groups, and tools for managing sexual misconduct incidents with insights from research findings shared through reports and presentations;
• Continue to support the delivery of the SMSRC Heyder-Beattie Restorative Engagement Program, allowing DND/CAF Sexual Misconduct Class Action Settlement members to share their experiences with Defence representatives; and
• Continue to manage the Defence Representative Restorative Engagement Alumni Community to support the implementation of culture evolution initiatives and to engage with class members.

Additional information about SMSRC programs and initiatives can be found on the Sexual Misconduct Support and Resource Centre website.

In FY 2025-26, DND/CAF will continue advancing efforts to build a more accessible, equitable, and inclusive Defence Team. Initiatives will include developing the Defence Team 2025-2027 Accessibility Plan to identify, remove, and prevent accessibility barriers. The plan will deliver mandatory training on accessibility and human rights for CAF members and civilians. It will also develop an improved feedback process, a refined performance measurement framework, and a CAF-specific Workplace Accessibility Passport, modeled after the Treasury Board Secretariat's version for public servants.

The Comprehensive Implementation Plan, which informed the development of the Anti-Racism Framework and which is aligned with Canada's 2024-2028 Anti-Racism Strategy, will drive efforts to eliminate systemic barriers across policies, programs and services. Published in June 2024, the plan sets a five-year roadmap for addressing 206 recommendations from four key external reports on sexual misconduct, military justice, systemic racism, and historical apologies. Key policy initiatives under the plan include transforming CAF grievances, expanding support services for misconduct victims, and implementing a childcare strategy for CAF members. These four key external reports are:

• The Independent External Comprehensive Review;
• The Third Independent Review of the National Defence Act;
• The Minister of National Defence Advisory Panel on Systemic Racism and Discrimination Report; and
• The National Apology Advisory Committee Report.

In line with Bill C-77 (Declaration of Victims' Rights), DND/CAF will continue its Victim's Liaison Officer program to support victims' rights to information, participation, protection, and restitution. The Harassment and Violence Matrix will be used to define inappropriate behaviours.

Additional initiatives include modernizing grievance handling, transitioning to a digital complaints system, and developing coaching programs to improve leadership skills. The Leadership Support Team will improve unit effectiveness through surveys and action plans, while the Restorative Services and Conflict Management team will focus on repairing relationships, fostering team cohesion, and providing conflict resolution guidance.

Results we plan to achieve

In FY 2025-26, the Department will advance the Employment, Equity, Diversity, and Inclusion Plan and support the Public Service Employment Act amendments by addressing biases and barriers in candidate assessments to foster a diverse and inclusive workforce. Key initiatives on recruitment and hiring improvements, inclusive leadership development and expansion of the plan include the following:

• Launch a dedicated recruitment team and a cyclical recruitment action plan focused on equity-seeking groups;
• Pilot new assessment formats to improve success rates and promote inclusive practices by removing barriers in mobility, location and education;
• Use employment equity data and diverse selection boards to guide hiring decisions and reduce biases;
• Conduct outreach activities (e.g., career fairs) and incorporate equity-seeking groups' insights into Human Resources programs;
• Ensure diverse executive assessment boards are established, maintain recruitment and development programs, and expand the Executive Sponsorship Program;
• Establish inclusion goals and address feedback to advance inclusivity;
• Support Indigenous employees through the Indigenous Career Navigator Program and engage employee groups following the "Nothing about us, without us" principles; and
• Continue to provide advice and guidance to remove systemic racial barriers affecting Indigenous, Black, and racialized groups.

In FY 2025-26, new initiatives will include the following:

• Completing the CAF Offer Guiding Principles, defining a set of programs and policies that recognize members and their families through four key areas: career, compensation, benefits and work-life;
• Updating the Reserve Entry Scheme — Officers directive to attract chaplains from a range of spiritual, cultural and religious backgrounds;
• Ensuring that healthcare services are more inclusive and reflect the values of diversity and equality, with a focus on equitable access for underrepresented groups and gender diversity in health services; and
• Continuing targeted health programs to meet the specific needs of diverse CAF communities, supporting a more inclusive environment within the Defence Team.

In FY 2025-26, focus areas include the following:

• The Chief Professional Conduct and Culture team will continue to advance the GBA Plus Enterprise Approach, a department-wide strategic framework designed to integrate GBA Plus into all business activities. This work will involve growing and stabilizing the Intersectional Focal Point Network, which serves as the GBA Plus practitioners' community of practice;
• Continue to modernize training and education related to professional conduct, to prevent all forms of misconduct;
• Improve and align tools and resources for conduct and culture products, including professional conduct scenarios; and
• Continue to support the Defence Ethics Program, which provides advice, training, awareness, outreach, organizational risk assessment, policy development and stakeholder engagement on matters related to ethical principles and values represented in the DND/CAF Code of Values and Ethics.

The CA is advancing culture change by delivering the Instructor Personal Growth Program, which strengthens instructors' emotional intelligence to create a safe, inclusive, and diverse environment. Since 2022, 558 personnel have completed the program, with an additional 480 scheduled for training in FY 2025-26.

Leaders at all levels of the CAF are responsible for modelling professionalism and ethical standards, and for reinforcing education, accountability, and conduct. Organizational culture efforts include mandated ethics discussions three times a year, guided by The Canadian Armed Forces Ethos: Trusted to Serve and Fighting Spirit: The Profession of Arms in Canada.

In FY 2025-26, the RCN will continue to host the Raven program. Up to 50 participants will be enrolled into the CAF through this six-week program, which offers Indigenous culture and teachings together with military training from a naval perspective.

In addition, the Indigenous Summer Training Programs, developed in partnership with Indigenous leaders, offer military training and cultural education for First Nations, Inuit, and Métis participants through programs such as Bold Eagle, Black Bear, Carcajou, and Grey Wolf.

CANSOFCOM will maintain its Command Cultural Advisory Board and Unit Cultural Advisory Team. Furthermore, they will conduct a needs analysis of CANSOFCOM's culture evolution framework to assess its effectiveness of the program and guide future improvements in this area.

In FY 2025-26, DND/CAF will continue the following:

• Support Veterans Affairs Canada with commemoration events, which include the 80th Anniversary of the Liberation of the Netherlands and the Anniversary of Victory over Japan Day;
• Deliver the National Sentry Program annually at the Tomb of the Unknown Soldier, located at the National War Memorial; and
• Acknowledge unceded land at commemorations, incorporate the Eagle Staff in events, and coordinate with CAF Indigenous advisors, Veterans Affairs Canada and the Director of History and Heritage to include storytellers, dancers, singers, and smudging ceremonies in commemorations.

Results we plan to achieve

Defence provides essential wellness services to CAF members and their families, offering a range of in-person and virtual support, through the Canadian Forces Morale and Welfare Services, as well as referrals to partner websites addressing mental, physical, family, social, and financial wellness. This includes services for health and wellness employment, personal development, second-language training, parental support, child and youth, family violence prevention, and access to healthcare.

Initiatives for FY 2025-26 include the following:

• Provide, enable and facilitate childcare solutions tailored to military families to support operational readiness, recruitment and retention, and family engagement;
• Enhance financial counselling for CAF members and families through a dedicated Service Income Security Insurance Plan Financial advisory team and an exclusive education portal;
• Maintain 24/7 virtual healthcare access for CAF dependents living in Canada via the Military Family Virtual Healthcare Program;
• Collaborate with federal, provincial, and territorial experts under Seamless Canada to address relocation challenges, focusing on educational transferability for children and youth;
• Support access to financial aid for post-secondary education and childcare in line with the Canada-wide Early Learning and Childcare Framework;
• Implement the Spiritual Resilience Series, a nine-part bilingual program to strengthen the spiritual well-being of military families;
• Appoint additional chaplains to support CAF members and their families;
• Collaborate with the Military Family Resource Centres to provide health and wellness resources and referrals for military families; and
• Strengthen the Military Spouse Employment Initiative (MSEI) and Military Spousal Employment Network (MSEN) by:
  • Expanding the MSEN to provide career management, coaching, and employer connections for approximately 5,000 relocating families annually;
  • Enhancing the MSEI inventory to showcase the diverse skills of military spouses and partners;
  • Promoting MSEI within DND and other government departments to increase employment opportunities;
  • Improving MSEI candidate marketability through Second Language Evaluation testing for reading and writing; and
  • Leveraging flexibilities within the staffing framework to better support military spouses and partners, in collaboration with central agencies and other government departments.

CANSOFCOM will continue to implement Special Operations Forces Military Family Services (SOF MFS) through its OPF2 program, focusing on three lines of effort: mental health resilience, deployment support, and community integration. In FY 2025-26, OPF2 will continue using its Performance Measurement Framework to assess the effectiveness and return on investment of SOF MFS programs and services.

Results we plan to achieve

Defence delivers relevant programs and experience for today's Canadian youth in the Cadets and Junior Canadian Ranger (JCR) programs, consistent with existing resources. The department is focused on controlled representation of diverse populations in communities across Canada. These programs teach the attributes of good citizenship and leadership, promote physical fitness, and stimulate youth interest in the sea, land, and air activities of Defence.

In FY 2025-26, DND/CAF will:

• Identify potential areas for the expansion of the JCR Program in remote, isolated and coastal communities such as the Vice Chief of the Defence Staff (VCDS), the Cadets and JCR resources allow. The current growth target is two additional JCR Patrols; and
• Collaborate with the VCDS, Cadets and JCR to help develop updated guidance for the command, control and support of the JCR program.

Results we plan to achieve

Innovation is essential for the Defence Team to achieve and sustain a modern, prepared armed forces capable of working effectively with public safety and security partners. The department will continue to provide operational research and strategic analysis to help DND/CAF to understand the evolving security environment, support the CAF experimentation campaign, enable evidence-based decisions making, and assess the effectiveness of options for defence capabilities and force structure. DND/CAF will also continue to invest in technologies that enhance operational effectiveness against current threats and improve resilience in the face of emerging threats.

Through dedicated science and technology funding for the North American Aerospace Defense Command (NORAD) modernization, the following initiatives will lay the groundwork for NORAD's future by exploring cutting-edge technologies that can deter, detect, and defend against evolving threats to the continent:

• Research on system-of-systems solutions for NORAD modernization;
• Polar Over the Horizon radar research;
• Research in defence against hypersonic threats;
• Research to understand the applicability of low earth orbit satellite communications to defence problems;
• Research on integrated maritime surveillance systems; and
• Research on efficient, scalable and environmentally responsible power and energy solutions for Arctic surveillance systems.

In response to threats to North America through NORAD modernization, the Defence Team will invest in science and technology that will enable resilience and the ability to adapt and respond to emerging threats in priority areas including autonomous systems, Counter-Uncrewed Aerial Systems, space domain awareness, cyber, Command and Control (C2), and countering hypersonic weapons.

As part of Quantum 2030: The DND/CAF Quantum Science and Technology Strategy Implementation Plan, DND/CAF will continue investing in highly qualified personnel, infrastructure, and partnerships to advance applied science and technology (S&T) aimed at demonstrating the impact of quantum technologies.

To continue implementation of the DND/CAF Artificial Intelligence (AI) Strategy, the department will focus on the following in FY 2025-26:

• Finalize an AI Ethics Framework and Toolkit;
• Operationalize the DND/CAF AI Strategy through an Implementation Directive;
• Finalize the Departmental approach to AI Governance implementation with metrics and timelines;
• Publish a paper on AI Safety;
• Develop an AI Risk Management Framework; and
• Build and share standardized AI workspaces.

The department continues to develop capabilities and capacity for conducting defensive and offensive cyberspace operations to detect, deter and defend against threats to Canada, and in support of CAF operations. As DND/CAF develop capabilities, the department continues to engage with allies and partners to evolve and validate concepts and doctrine on Cyberspace Operations. DND/CAF continues to work with the Communications Security Establishment (CSE) to conduct joint cyberspace operations against adversaries who threaten Canada's national interests.

Force Development efforts will focus on the following:

• Develop a structured framework with the CSE to ensure alignment for cyber effects for missions;
• Continue to advance the development of cyber capabilities to implement into CAF missions;
• Begin to establish an internal governance framework for cyber capacity development to refine a more structured process for review and approvals; and
• Develop a defensive cyber operations concept to ensure alignment with those of DND/CAF partners and allies and with North Atlantic Treaty Organization (NATO) policies, doctrine, frameworks and standards.

The development of the Cyber Operator military occupation and initial occupational training is in a steady state of progress. DND/CAF continues to provide a flexible and integrated cyber force of both military and public service personnel. In addition to the evolving Cyber Operator training, the Defence Team is working toward growing the military with the creation of a Cyber Officer occupation. The continued refinement and maturation of the cyber forces in attraction, recruitment, training, and career growth will ensure a pan-DND/CAF sustainable capability.

Focus will be oriented to:

• Complete the Cyber Workforce framework and study for the future Cyber Officer occupation; and
• Formalize the Cyber Training Unit into an official military school with the required infrastructure and staff.

Defence will refine the Information and Communication Technology (ICT) product dataset and roadmap over a multi-year timeline to improve DND's understanding of ICT program investments, risks, and the alignment between products, and major, and minor capital projects. This process will be carried out in coordination with the Chief Technology Officer (CTO) and will include capability development (CAVDEV) coordination meetings, as the foundational guide for the DND Quantum strategy, which includes the following elements:

• Multi-Year Planning Framework: Develop a roadmap that outlines a multi-year investment strategy for ICT, resource allocation projections, and timelines for major and minor capital projects. This will be completed in coordination with the CTO and capabilities development coordination meetings (CAVDEV), as a foundational guide for the DND Quantum Strategy;
• Risk Assessment and Management: Identify and analyze potential risks associated with ICT investments and capital projects; and
• Product Coherence and Integration: Ensure that all ICT products are align with one another, promoting interoperability and reducing redundancy within the portfolio.

Defence will align the overarching ICT intake with the digital intake and continue to optimize the processes by the following means:

• Integrated Intake Framework: Develop a cohesive framework that merges ICT and digital intake processes, to ensure a unified approach to technology and digital solutions across the department;
• Agile Methodologies: Implement agile practices to improve responsiveness to changing needs and accelerate the development and deployment of ICT and digital solutions;
• Standardization of Criteria: Establish standardized evaluation criteria for both ICT and digital projects to facilitate consistent decision-making and prioritization; and
• Continuous Improvement: Create a feedback loop for improvement, that enables regular assessment and adaptation of processes based on user feedback and evolving needs.

Defence will identify ICT capability gaps through the Future Information Capabilities Framework, Emerging Disruptive Technologies (EDT), and Concept-Driven Threat-Informed Planning (CDTIP) to deliver critical Force Development (FD) guidance and shape the ICT program of work by the following means:

• EDT Insights: Leverage insights from Emerging Disruptive Technologies to anticipate future needs and adapt to ICT strategies;
• Threat-Informed Planning: Utilize CDTIP to align ICT investments with emerging threats;
• Provide comprehensive guidance for force development based on identified capability gaps and threat assessments; and
• Develop a prioritization framework for ICT initiatives based on identified gaps, potential impact on operations, and alignment with broader strategic goals.

DND will continue to support ongoing interoperability efforts with Five Eyes partners (FVEY) and NATO, as well as map ICT investments to enable pan-domain operations through the following:

• Strengthening System Integration: Advance technical and procedural integration across allied platforms to support real-time communication, coordination, and operational cohesion;
• Joint Capability Development: Foster joint initiatives aligned with NATO and FVEY interoperability standards, ensuring effective ICT investment across allied forces;
• Information Sharing Framework: Establish robust frameworks that enhance situational awareness and decision-making across mission partners; and
• Continuous Assessment and Improvement: Regularly evaluate interoperability outcomes and ICT alignment, adapting strategies to evolving operational and technological needs.

NORAD, the United States Air Force and DND are working together to establish cloud-based capabilities in both unclassified and secret releasable cloud environments to support air battle management missions and enhanced C2. Access to Cloud-Based Command and Control environments will be achieved via direct credentials trust leading to an Identity Credential Access Management (ICAM) federation between the United States Department of Defense and DND. This capability underpins network convergence across projects and supports coalition interoperability, which is fundamental to pan-domain C2.

The Royal Canadian Air Force (RCAF) data platform is a data store/data lake hosted in the Joint Defence Cloud Program Amazon Web Services Cloud environment. It ingests raw data from various sources and facilitates the cleaning, transforming and analysis of that data to enable effective decision-making at various levels of the department. It will continue to deliver in FY 2025-26 as the data sets grow.

The Canadian Beacon Registry (CBR) is a cloud-based replacement of the existing public facing CBR site. It provides a centralized platform for registration of emergency beacons. When a beacon is activated CBR enables the Canadian Mission Control Centre and Joint Rescue Coordination Centre teams to quickly access information about the beacon, thus allowing for timely deployment of search and rescue resources, reducing response times, and improving chances of a successful rescue.

The CAF will leverage intelligence capabilities to better understand the nature of future threats and operating environments to ensure that forces are ready and to face future missions in the safest and most effective way.

Defence will complete the inaugural three-year cycle which provides a foundation for transformation of Force Development and Design (FD&D) across the CAF by providing a unified objective including guideposts to orient activities. Through foresight, DND will continue to develop its understanding of the future operating environment by expanding the department's knowledge base through consultation with other militaries, academics, and government agencies. The Concept for the Future Force Version 2.0 will orient Force development and Design activities across the CAF toward a unified aim point, including the Future Warfighting Concept that will provide direction on what high value roles the CAF will aim towards. Once published, these documents will provide top-down Command direction from the Chief of the Defence Staff.

The first iteration of the Force Capability Plan under the new CDTIP process will be published in FY 2025-26, acting as the strategic directive from the Chief of the Defence Staff to the services with respect to force development priorities.

Defence will continue to evolve internal processes. The DND/CAF Force Development and Design System User Guide has been created to unify and clarify processes. Force Development training has been expanded and formalized with further plans for additional coursing development, and it is being aligned to that of allies. Where possible digitalized tools will be exploited to improve capability development and integration.

DND/CAF will develop a comprehensive, deliberate, long-term Future Structure Plan for the combined military and civilian workforce. The first phase of this plan, known as the Our North, Strong and Free (ONSAF) Structure Plan, will lay the foundations for future growth by developing structure allocation options for consideration, and will include prioritization and sequencing.

In FY 2025-26, the Canadian Army (CA) will publish a new Force Employment Concept, Strategy, and Campaign Plan that aligns with ONSAF and the future operational environment. This renewed strategy will guide changes in structure and roles for both Regular and Reserve Army formations.

In FY 2025-26, the CA will continue to work toward meeting the requirements of Strong, Secure, Engaged (SSE): Canada's Defence Policy, to enhance the effectiveness of the Canadian Rangers (CR), enabling their sensing functions and ability to respond to domestic operations. Work on key initiatives will begin in FY 2025-26, ensuring that the CR are trained, equipped, structured, staffed and supported to fulfill this requirement.

To ensure freedom of action for operations in the land domain for forces deployed on Operation REASSURANCE, Urgent Operating Requirements for anti-armour, counter-uncrewed air systems, air defence, loitering munitions, and Brigade Computer Information Systems projects will continue to advance and deliver in FY 2025-26.

Results we plan to achieve

The Innovation for Defence Excellence and Security (IDEaS) program continues to address security challenges by funding the development of advanced technological capabilities. In FY 2025-26, DND will:

• Continue work under six contribution agreements focused on the development of research clusters (called Micro-nets), funded through the challenge Preparing for a quantum world: Defence applications of quantum technologies;
• Continue work under three contribution agreements awarded to Canadian manufacturers capable of producing 155 mm munitions with the aim of modernizing munitions production and increasing production capacity within Canada;
• Continue the ongoing work under five contribution agreements, funded through the challenge Safer passage during minefield breaching operations in Ukraine, focused on developing technologies for navigating and clearing minefields. Work will continue with two robotics projects funded through the Robot round-up – Advanced robotics platforms and control solutions contest;
• Continue work under the Fast Forward Contest. This challenge is designed to enable Canadian innovators to demonstrate their predictive abilities to identify future conflict zones globally; and
• Where practical, the Defence Team will prioritize investments in dual-use technologies to address defence and security requirements, including the following:
  • Mitigating the environmental impact of military operations;
  • Identifying alternative energy sources for remote sites;
  • Enhancing cyber security and resiliency of critical infrastructure;
  • Training and strengthening CAF personnel;
  • Defending against future and emerging chemical and biological threats;
  • Improving clothing and shelter options for austere environments; and
  • Advancing maintenance and security processes for vehicles and aircraft.

In FY 2025-26, the IDEaS program will continue efforts to transform concepts, options, and solutions into potential DND/CAF capabilities. More specifically, the Sandbox element offers innovators the opportunity to demonstrate their prototypes in the presence of DND’s expert users and receive observational feedback.

The Counter Uncrewed Aerial Systems Concept Development (CUAS) projects were also conducted for low Technology Readiness Levels (TRL) one to five game changing CUAS concepts. Following the conclusion of Phase 1 by four companies, two companies were selected to receive an additional $2 million for Phase 2 and will continue work throughout FY 2025-26. This opportunity was also re-issued for a second round of submissions, with an additional 12 companies selected (six by IDEaS and six by NORAD Modernization). Phase 1 commenced in fall 2024, and will continue into FY 2025-26. The program also plans to showcase some of the more advanced projects at the 2025 IDEaS Marketplace.

In FY 2025-26, the Defence Team will establish and build on key strategic partnerships and engagements with allies, industry, innovation ecosystems, academia, Indigenous organizations, and Government of Canada S&T and security stakeholders. The focus will be on prioritizing partnerships that enable the targeted outcomes of the ONSAF Defence policy, continental defence and NORAD S&T modernization. In addition, efforts to enhance collaboration with key international and domestic partners in Arctic and climate change research, AI, autonomous systems, space domains, and other emerging fields will continue.

In recognition of the increasing importance of the Indo-Pacific and in support of Canada's Indo-Pacific Strategy, the Defence Team will work to strengthen capabilities in cutting-edge military technologies, increase interoperability and drive knowledge-sharing and innovation in areas of relevance to that Region and more specifically, AUKUS Pillar II including undersea capabilities, quantum technologies, AI and autonomy, cyber, hypersonic and counter-hypersonic capabilities, and electronic warfare. Planning is underway to position a Defence Science Counsellor in Canberra, Australia, in 2025.

In FY 2025-26, DND will support the implementation of NATO's Defence Innovation Accelerator for the North Atlantic (DIANA) by the following means:

• Stand up the DIANA Strategic Planning Office (SPO), including staffing and classification actions to support the road to Full Operational Capability;
• Continue efforts to operationalize the North American regional office in Halifax, Nova Scotia, including the opening of the permanent office and establishment of a liaison function;
• Hosting a formal in-person Board of Directors meeting in Halifax, Nova Scotia, in Fall 2025; and
• The DIANA SPO expects to take on new responsibilities related to providing subject matter expertise and ongoing support to NATO initiatives such as the NATO Innovation Fund and the NATO Innovation Network/Hub.

To support current operations and future force design by ensuring that data is well-structured, well governed, and interoperable across Defence and allied organizations, the Department will focus on the following in FY 2025-26:

• Enterprise Data Model Framework (EDMF) and Data Standardization Framework (DSF) Initiation: The CAF will continue the development and governance of the EDMF and DSF by onboarding key business areas through project-based iterations. This will further develop the enterprise conceptual data model and data standards, ensuring data stewardship and informed governance decisions;
• Business-Centric Data Governance: The EDMF will foster a business-focused understanding of organizational data needs, empowering accurate governance decisions. This foundation will support initiatives such as ONSAF, NORAD modernization, CAF Reconstitution, and Digital Transformation;
• Building Taxonomies and Ontologies: Creating organized systems for classifying and connecting information will help achieve better management of different types of data. The EDMF will standardize how the department labels and shares information that will facilitate data-driven decision making;
• Strengthening Interoperability: DSF will ensure consistent and standardized data formats, enhancing Canada's ability to interoperate with allies and partners. Seamless interoperability is key to the success of strategic priorities, including ONSAF and NORAD modernization;
• Implement the Chief Data Officer Directive on Minimum Baseline Metadata: Enforce this directive to establish consistent metadata practices across the organization, ensuring that all data is properly structured and governed;
• Metadata Labeling and Binding: Publish a metadata labeling and binding instruction to streamline metadata registration, enhancing the consistency and discoverability of critical data assets across the enterprise;
• Enterprise Catalogue Deployment: Publish an enterprise data catalog to centralize metadata management, enabling efficient data discovery, accessibility, and governance across all organizational levels;
• Unified Data Layer Deployment: Deploy a scalable Unified Data Layer to ensure seamless data integration, interoperability, and security, supporting mission-critical initiatives and enhancing data-driven decision-making; and

Collaborative work across Defence will continue to advance the management of the innovation portfolio including modernizing research and development process pathways bridging the gap between innovation and procurement at scale. Gradient Ascent, CANSOFCOM's digital and analytics initiative, will continue to develop and enable real-time analytics reports, and automate workflows using agile software development.

Results we plan to achieve

Defence will continue building procurement capacity and accelerate defence procurement by focusing on the following areas in Fiscal Year (FY) 2025-26:

• Developing of the Continuous Capability Sustainment program to accelerate procurement of rapidly evolving technological equipment for the CAF;
• Continuing to grow the procurement workforce through programs including the Purchase and Supply Group Academy's Fundamental Program; 
• Ensuring the DND project management community have the required competencies through the Project Management Competency Development Program; and
• Supporting the Public Services and Procurement-led Defence Procurement Review to ensure that DND/CAF capability requirements and acquisition are streamlined, achievable, and enabled by federal procurement processes.

Results we plan to achieve

Key equipment acquisition projects in FY 2025-26 include the following:

• River-class Destroyer: The River-Class Destroyer (RCD) project (formerly known as the Canadian Surface Combatant project) will progress design and production activities of the first RCD ship, including infrastructure required for testing and training facilities;
• Victoria-class Modernization: The project will award contracts for replacement periscopes and survivability improvements to mast systems, and deliver improved battery monitoring capability, as well as improvements to the sleeping quarters, washroom facilities, and galley on HMCS Victoria;
• Arctic and Offshore Patrol Ship (AOPS): The final AOPS, the future HMCS Robert Hampton Gray, will be delivered to the Royal Canadian Navy (RCN);
• Joint Support Ship: The first Joint Support Ship will conduct sea trials and will be delivered to the RCN. Construction of Joint Support Ship 2 will continue;
• CH-148 Cyclone Procurement Project: The project will deliver the final helicopter and last Capability Release modification kit, along with the remaining training and simulation equipment, to the Royal Canadian Air Force (RCAF);
• Fixed-wing Search and Rescue Aircraft Replacement (FWSAR) Project: Initial Operational Test and Evaluation will deliver the 16th and final aircraft to the RCAF. The second Main Operating Base in Greenwood, Nova Scotia, will be operational and the RCAF anticipates achieving an initial operational capability with the CC-295 holding the SAR line of task at Canadian Forces Base (CFB) Comox, British Columbia in 2025;
• Cormorant Mid-Life Upgrade: The project will conduct the first production of aircraft test flight and begin induction of the current fleet into the Canadian production line of the upgrade program;
• Canadian Multi Mission Aircraft Project (CMMA): The project will commence production of the first CMMA aircraft, as well as the development of the integrated logistics support and infrastructure required in support of aircraft delivery. The project will commence Industry engagement for in-service support contract analysis;
• Future Fighter Capability Project: The first aircraft will be delivered to the F-35A Pilot Training Center at Luke Air Force Base, Arizona, United States. Infrastructure work to support training and Fighter Squadron facilities in Cold Lake, Alberta and Bagotville, Quebec will continue;
• Remotely Piloted Aircraft System (RPAS): The first two RPAS production aircraft will begin flight and ground testing. Infrastructure design and aircrew and technician training solutions will continue to be developed;
• Future Aircrew Training Program (FAcT): The FAcT Program, with SkyAlyne as the Prime contractor, will confirm production slots for new modern training aircraft that have been secured for manufacture of the Pilatus PC-21 (19), Grob 120 TP (23), Airbus H-135 (19), Textron King Air 260 (7) and DeHavilland Dash-8 Q400 (3);
• Strategic Tanker Transport Capability: Infrastructure design and development activities will continue for both east and west Main Operating Bases and Forward Operating Locations contract will be awarded for long-term In-Service Support. Three used CC-330 aircraft will be serving the RCAF in a strategic airlift role;
• Logistics Vehicle Modernization: The project will conduct design reviews and supportability analysis on the light and heavy logistics vehicles and associated equipment to validate all technical requirements;
• Armoured Combat Support Vehicle: The project will deliver the remaining troop/cargo Vehicles, the Ambulance and Command Post variants to the Canadian Army (CA). The project will conduct the qualification testing of the Electronic Warfare, and Engineer variants and the Maintenance Recovery Vehicles;
• Light Armoured Vehicle Reconnaissance Surveillance System: The project will deliver the required vehicles, Initial Cadre Training and initial provisioning of spare parts to achieve Initial Operational Capability for the CA;
• CP-140 Aurora Incremental Modernization Project: The project will achieve Full Operational Capability and Project Closeout; and
• The Special Operations Capability and Recapitalization Project (SCARP): The project will continue to work toward scheduled close out in 2027. It includes four capability portfolios on which focused efforts will ensure the maintenance of high readiness and relevancy command, control communications, computers intelligence, surveillance and reconnaissance, soldier systems, chemical, biological, radiological, nuclear, explosives and mobility to safely insert and extract the Special Operations Forces professional.

The Department provides the integrated CAF ammunition requirements demand signal through Assistant Deputy Minister (Materiel) and Public Services and Procurement Canada to industry. Prioritization of procurement across Our North, Strong and Free (ONSAF) funding profile must be linked to readiness and national security challenges to build Canadian industrial resilience in the near to mid-term.

The Department is responsible for several digital Defence Supply Chain projects which will ensure that the CAF are ready to conduct concurrent operations from an equipment and material readiness perspective. These projects align with the ONSAF policy addressing digitalization as a foundational component in defending North America.

Results we plan to achieve

In fiscal year 2025-26, DND/CAF will advance key projects in the areas of information management, information technology and space, as outlined in Protection, Security, Engagement (PSE) and ONSAF. These efforts will focus on achieving full operational capability, ensuring that completed projects can be deployed and maintained by beneficiary organizations. The initiatives are as follows:

• Canadian Forces Electronic Warfare Support: Enhanced electronic warfare capabilities;
• Secure Command and Control Mobile Device – Secure Tailored Solutions: Development secure mobile communication solutions;
• Advanced Cryptographic Capabilities: Strengthening encryption infrastructure for secure communications;
• Secure Radio: Providing reliable and secure radio communication capabilities; and
• Tactical Narrowband Satellite Communications: Geosynchronous surveillance: implementation of geostationary satellite communications for tactical purposes.

Results we plan to achieve

The Defence Team will work to enhance materiel accountability by implementing modern, effective inventory controls, supply chain management and inventory evaluation by:

• Using data analytics and the Defence Supply Chain Performance Management Framework to inform decision making, improve materiel readiness, optimize costs, and prioritize materiel management tasks; and
• Continuing to modernize the business processes to make substantive and enduring improvements to the management of materiel and to invest in the development and implementation of Defence supply chain analytic tools for supply chain practitioners.

The Department will develop a Defence Supply Chain Resilience Strategy to ensure a reliable supply of Defence materiel free from disruption or interference. Defence will work with other federal departments to develop solutions to mitigate risk throughout the supply chain. This includes work with partners to evolve the way the Government of Canada approaches and manages Defence sustainment and mitigate supply chain challenges caused by less predictable global geopolitical factors, global inflation, and the evolving Defence and security environment.

Results we plan to achieve

Collectively, CAF bases serve as the foundation of strength to support CAF personnel and force generation, but also personnel from other segments of the Defence Team. These bases also contribute directly to their local economic communities, not only as a major employer, but through the Defence Team members' involvement with various local non-profit and business organizations. They are the centre of military life across Canada, and abroad.

In Fiscal Year (FY) 2025-26, DND/CAF will do the following:

• Continue advancing the Arctic Over the Horizon Radar (A-OTHR) initiative, which provides long-range surveillance of the approaches to North America. The A-OTHR is part of critical upgrades Canada is making to key NORAD capabilities to enhance the detection of activities in air and maritime approaches;
• Advance the Defence of Canada Fighter Infrastructure initiative, which provides the necessary infrastructure upgrades to wings and Forward Operating Locations to enable future fighter operations;
• Assess the state of utilities at wings and develop plans to address anticipated shortfalls as well as determine priorities and resources to implement upgrades to meet the demands of new capabilities and greening initiatives;
• Continue the comprehensive review of food service processes to reduce the impact of high inflation rates where possible, and lower the percentage of deviation between the average daily meal cost and the standard allowance at the Naval bases, with ongoing support from the Directorate of Naval Logistics;
• Identify, plan and fund infrastructure requirements to meet fleet demands, including improving food services available for sailors through the reopening of Juno Galley at Canadian Forces Base (CFB) Halifax, Nova Scotia;
• Enable effective procurement by implementing the execution of increased delegated authorities to conduct complex procurement of goods and services up to $1 million;
• Provide logistics, accommodations, food service, maintenance, and information management support, as well as port operations, and emergency and administrative services to enable fleet maintenance and force generation activities;
• Improve connectivity of the Canadian Army (CA) Reserve armouries to be better positioned to leverage on-going digital initiatives;
• Continue efforts to leverage data to maximize the use of evidence-based decision making, and to implement data-informed performance metrics and process improvement strategies to achieve the Canadian Forces Bases mandate more effectively; and
• Restructure the current framework of performance metrics to more accurately illustrate the range of services and support provided by the Naval Bases. This includes procurement, materiel management and distribution, transportation, equipment maintenance, food services, accommodations, safety, port operations, and community engagement.

Results we plan to achieve

The Defence Team manages the largest and most complex real property (RP) portfolio in the federal government and is actively updating its infrastructure to ensure that it supports the evolving needs of a modern military. The current state and composition of the RP portfolio, the increasing deferred maintenance backlog and growing demands for infrastructure services have put certain assets at risk of failure or closure. These increasing costs and demands have limited the capacity to fund the maintenance and repair of existing assets, causing a portion of the RP portfolio to deteriorate.

These challenges extend to DND's residential housing portfolio which requires capital investment for the renewal, sustainment and construction of new housing units to satisfy demand.

Defence will continue to transform the way it manages the RP portfolio by implementing the Defence Real Property Portfolio Strategy. This long-term strategic roadmap will enable the Defence Team to address portfolio affordability and sustainability challenges and improve alignment with existing and incoming enhanced military capabilities to better support DND and CAF operations.

In FY 2025-26, Defence will:

• Focus on recapitalizing and renewing aging military infrastructure across the country, including DND housing, to supporting CAF training, operations, and day-to-day military activities; and
• Direct investments towards asset maintenance and repairs to improve military facilities including piers, runways, armouries and housing.

Through ONSAF and Budget 2024, an investment of $6.9 million over five years, with $1.4 billion in future funding has been allocated to build and renovate military housing across Canada. These commitments have enabled the Canadian Forces Housing Agency to accelerate the construction of 1,400 new residential housing units at a time when they are urgently needed due to Canada's housing crisis. Investments to sustain and improve the existing residential housing portfolio will continue, with a focus on reducing carbon emissions and improving energy efficiency, while also addressing functionality and condition. In addition, DND/CAF will:

• Continue to dispose of underutilized or obsolete buildings and land by optimizing the portfolio's operating costs and reducing GHG. Proceeds from the disposals/divestments will be reinvested into the portfolio;
• Operate and maintain existing RP assets to ensure the health and safety of the Defence Team; and
• Deliver key infrastructure projects under ONSAF to renew aging military infrastructure across Canada, supporting training and operations while bolstering resilience to the effects of a changing climate. These projects include the following:
  • Initiate construction of the new "A" Jetty at CFB Esquimalt, British Columbia as part of Phase 3 of the A/B Jetty Recapitalization Project. With the "B" Jetty expected to be finalized in FY 2025-26, focus will shift to replacing the aging "A" Jetty with a modern steel-and-concrete structure;
  • Continue work at the Combatant Training and Integration Centre at CFB Halifax, Nova Scotia. The project will feature administrative spaces, classrooms, office space and more;
  • Pursue construction of a Neurobehavioral Blast Research Facility of approximately 1,400 m², to include a special purpose lab, animal care, and common space to meet functional needs of the Blast Injury Program at Defence Research and Development Canada (DRDC) Suffield, Alberta. The project will enable DRDC Suffield capability to study the full range of prevention and treatment and work towards the long-term goal of improving blast protection and blast treatment for CAF members;
  • Continue the construction of new facilities (98,111 m²) and recapitalization of existing facilities (7,214 m²) at the Canadian Special Operations Forces Command (CANSOFCOM) Dwyer Hill Training Centre (DHTC) in Ottawa, Ontario. The project will deliver the necessary infrastructure specifically designed to support growth in personnel and capabilities, as well as enable specialized training to meet high readiness requirements; and
  • Continue building the Quick Reaction Alert in Bagotville, Quebec, in support of the CF-35A combat aircraft fleet.

For more information on Defence infrastructure projects, please visit the Infrastructure Projects webpage.

The Department will collaborate with Shared Services Canada (SSC) to enhance their service delivery model and strengthen DND partnership. This includes refining the SSC Enterprise Service Model (ESM), advancing the Departmental Plan for Service and Digital and accelerating Wi-Fi deployment to DND/CAF.

The Department remains committed to advancing its business transformation goals by leveraging digital technologies securely through Zero Trust architectural principles. DND/CAF will align its digital infrastructures with the newly released GC Enterprise Cyber Security Strategy. This commitment underscores DND/CAF's dedication to protecting the assets and ensuring the resilience of operations in an evolving threat landscape.

The Departmental Cyber Security Program will continue to enhance its data-centric and cloud security capabilities. This will include strengthening the department security foundations to Juno Galley to support mobility and hybrid work environments, while incorporating a Zero Trust Security model. The Department is committed to improving supply chain cyber security, by establishing an inspection team under the Canadian Program for Cyber Security Certification, in collaboration with Public Services and Procurement Canada (PSPC).

The CAF Joint Communication Information Systems (JCIS) Network Operations Centre will strengthen its ability to implement cutting-edge Information Technology Service Management (ITSM) practices, techniques, and tools, ensuring the effective, and efficient operation, maintenance, and sustainment of the CAF JCIS backbone and related services. This is key for ensuring that mission-essential information and communications technology (ICT) systems are available, healthy, secure, integrated and interconnected and that they meet the needs of operational commanders and strategic decision-makers. FY 2025-26 will focus on improving the effectiveness and efficiency of ITSM procedures employed between the JCIS Network Operations Centre capability and the local Communication and Information Systems (CIS) service desks on bases, wings and deployed operations.

The Credential and Access Program of work will provide secure, resilient, visible enterprise-level solutions keeping pace with evolving cyber threat environments, operational and allied interoperability demands to meet emerging DND/CAF needs. In FY 2025-26, focus will be on delivering the Identity Credential and Access Management (ICAM) foundational services, namely Enterprise Identity Data Services and Enterprise Federated Access Services.

A review of the cyber security areas of responsibility distributed throughout the Digital Service Group will ensure that resources are optimized and aligned to provide access to a secure technology environment for authorized persons to Defence ICT systems and networks.

The digital backbone of National Defence Information Systems, the Networks and Interoperability Directorate supports DND/CAF Digital Transformation and NORAD Modernization by improving the enterprise network infrastructure to strengthen the resiliency, and availability of, and access to cloud-based and traditional on-premises computing platforms. The Networks and Interoperability program of work will modernize the Command and Control network and hosting infrastructure, to provide performant, managed and reliable systems in support of Joint Intelligence, Surveillance and Reconnaissance and Command and Control capabilities. The following are some specific areas of concentration for FY 2025-26:

• Private Hosting – Artificial Intelligence (AI): The DND/CAF priority requirement to establish secure and interoperable digital infrastructure to enable and scale AI. The Networks and Interoperability Directorate has embraced this requirement and partnered with existing disparate DND AI and High-Performance Computing users, projects and industry leaders to facilitate collaborative efforts within several problem spaces;
• Facilities engineering in support of AI;
• Compute infrastructure to support known and planned use cases (industry standards/leaders);
• Network engineering to support the movement of data sets among alliance and partnerships;
• Storage engineering to enable the high-performance real-time manipulation of large data sets;
• Security engineering to enable the safe and manageable movement of data and to enable performance transition from low to high. The Networks and Interoperability Directorate seeks to provide thought leadership and concrete solutions for these challenges by implementing a centralized safe space for multi-platform AI development and research, fostering user and project cooperation and enabling scientists and researchers to focus on their important scientific challenges rather than wasting time on the underlying architecture. This centralized capability provides economies of scale by enabling any group or project to scale when necessary to meet their immediate needs; and
• Public Hosting – Cloud: The Networks and Interoperability Directorate will continue to progress the DND digitalization journey by evolving its Infrastructure as a service and Platform as a Service (IaaS/PaaS). Efforts will be directed towards modernization of outdated processes, expansion of AI-driven data tools and enhancement of big data management for rapid decision-making and near real-time responses. These initiatives, coupled with the usage of multi-cloud capabilities and the integration to the upcoming DND/CAF hybrid cloud, will offer the ability to share data across common tools and platforms, operating across military domains at all classification levels and provide a higher level of redundancy and resiliency to enable workflow.

Three new client-focused Project IT Support Portfolios will support the major capital projects from various organizations within Defence with their IM/IT and infrastructure requirements. They will improve the way the enabling IT infrastructure of projects is being planned, costed, designed, implemented and sustained across DND and through early intervention, they will enable optimal technical architectures and platform decision support, leading to more efficient leverage of DND's core technology platforms.

Results we plan to achieve

The Defence Climate and Sustainability Strategy 2023-2027 (DCSS) provides an account of DND/CAF activities and contributions to support sustainable development, reduce environmental impact, and adapt to the defence and security implications of climate change. These efforts support the continued implementation of the Greening Government Strategy in alignment with the Federal Sustainable Development Strategy and in support of the United Nations (UN) Sustainable Development Goals.

In FY 2025-26, Defence will advance the department's sustainability goals through the following key initiatives:

• Take action to mitigate climate change and reduce GHG through PSPC-led Green Power Purchase Agreements (Green PPAs) and the purchase of renewable energy credits;
• Invest in Energy Performance Contracts (EPCs) to implement energy-saving projects, as part of the Smart Building Energy Management System program. The EPC agreements between Energy Service Companies and DND will reduce energy consumption and GHG through the implementation of energy conservation measures;
• Focus on elevating environmental protection and climate action across the entire Defence portfolio, influencing procurement, operations, and capability planning;
• Assess and remediate contaminated sites under both the Federal Contaminated Sites Action Plan and the DND Contaminated Sites Program, as well as mitigate unexploded explosive ordnance risks at former Defence sites;
• Develop the Royal Canadian Navy (RCN) Safety and Environment Strategy to provide program direction;
• In response to Canada's Ocean Noise Strategy, and to enable training and operations, the RCN Sustainable Maritime Operations Program will be developed and implemented;
• In preparation for future fleets, the RCN will develop the Safety and Environmental Management System for the new Protecteur-class, and support the Project Management Office in the development of requirements for the River-class destroyer;
• Implement its environmental program and the requirements of the Canadian Army Environmental Policy to ensure that its activities are conducted in an environmentally responsible manner, which includes updating environmental content of 50-01 Administrative Process for Reserve Service of 90 or More Consecutive Days in accordance with Annex B of the Canadian Army Environmental Directive;
• In response to Canada's Climate Change Commitments, Defence will start to implement its Operational Fleet Decarbonization Plan focusing on energy efficiency, use of low carbon fuels, and carbon dioxide removal by:
  • Delivering operational efficiency initiatives for the CC-177 fleet;
  • Examining feasibility assessments of the application of hybrid and/or hydrogen-electric propulsion and other low carbon energy technologies to the National Safety and Security air fleets; and
  • Assessing the return on investment in terms of effectiveness and efficiency of the RCAF virtual training through increased simulator capability;
• Provide input into Sustainable Aviation Fuels (SAF) research initiatives (e.g. SAF blend percentage, SAF tailpipe emissions) that will be funded through the Low-Carbon Fuel Procurement Program (LCFPP) where applicable, and it will support other government departments in proposing and vetting SAF initiatives for further investigation; and
• As the chair of the Global Air Forces Climate Change Collaboration (GAFCCC) Mitigation Working Group, DND/CAF will facilitate liaison with and support the Climate Change and Security Centre of Excellence (CCASCOE).