Department of National Defence and the Canadian Armed Forces 2026-27 Departmental Plan

Results we plan to achieve

The defence of Canada and Canadians is the top priority of the Canadian Armed Forces (CAF). The CAF's planned actions for safeguarding this mission include:

• Operation LIMPID and Operation LATITUDE: Maintain agile and responsive capabilities for effective surveillance of Canada's approaches;
• Develop and implement the Canadian All-Domain Defence Plan to integrate the CAF's maritime, land, air, space, and cyber domain capabilities to deliver an agile and unified response to threats to Canada and North America;
• Support local civilian authorities during the 2026 FIFA World Cup games in Toronto, Ontario, by enhancing existing security, maintaining emergency preparedness and assisting with logistical coordination;
• Establish and evolve the Joint Operations Centre, a command and control centre that provides operational situational awareness and is a shared resource across the Department of National Defence (DND)/CAF and, when required, with other government departments and agencies;
• Operation LENTUS: Reinforce civilian resources with unique defence capabilities, including DND/CAF personnel and equipment, when responding to requests for assistance from the Minister of Public Safety of Canada during domestic emergencies and disaster relief operations, and at the request of the federal government in coordination with provincial and territorial authorities;
• Operation PALACI: Support Parks Canada's avalanche control program in Rogers Pass, British Columbia; and
• Remain postured to identify, confront and defeat threats to Canada 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.

Leveraging intelligence to protect Canadians

Timely and relevant intelligence is essential for identifying threats, assessing capabilities, and understanding the operating environment. Defence will advance intelligence capabilities through the following efforts:

• Advancing the coordination of defence intelligence activities and systems to deliver the required capabilities, equipment and personnel are in place to achieve operational effects in support of Canada's defence objectives;
• Conducting target development and analysis in collaboration with allies and other government departments to identify early threats to Canada;
• Implementing the Defence Open-Source Intelligence Action Plan to deliver near-real-time open-source intelligence to enable decision-making and operations;
• Initiating the modernization of Counter-Intelligence capabilities to detect, counter, and exploit threats posed by espionage, sabotage, subversion and foreign interference to DND/CAF personnel, information, and capabilities;
• Delivering a resilient Top Secret Network architecture and interoperability between Polaris and Canadian Top-Secret Network 2.0, enabling secure intelligence support to operations and coalition partners; and
• Providing strategic intelligence briefings and products to senior DND/CAF and Government of Canada officials, aligned with departmental and national intelligence priorities.

Enhancing readiness posture and operational cyber resilience

Cyber threats are a growing risk to Canada's military, with adversaries relying increasingly on digital technologies to carry out their attacks. Defence is strengthening its cyber posture through key initiatives:

• Operationalizing the pan-DND/CAF Cyber Mission Assurance (CMA) Program to safeguard mission-critical cyber-dependent assets through integrated Force Protection planning, threat-vulnerability-risk assessments, and layered protective measures;
• Advancing the CAF Cyber Mission Assurance Strategy, which embeds CMA into CAF readiness and supports operations such as Operations HORIZON and REASSURANCE by maintaining continuity of operations, survivability of deployed capabilities, and readiness against cyber threats;
• Strengthening Defence infrastructure resilience via the Cyber Real Property Assurance Program, so that bases/wings, facilities, and critical systems are protected from cyber and hybrid threats through exercises such as DIGITAL FORTRESS in coordination with the Canadian Centre for Cyber Security;
• Enhancing domestic and international partnerships by conducting joint activities to align risk mitigation approaches; and
• Supporting the Defence Supply Chain Resilience Strategy by leveraging the Canadian Program for Cyber Security Certification to enhance defence industry's cyber-resilience.

Results we plan to achieve

As a partner of the National Search and Rescue Program, the Canadian Armed Forces (CAF) remains focused on its primary responsibilities of providing domestic aeronautical search and rescue (SAR) services and coordinating the domestic aeronautical and maritime SAR system responses through the three Joint Rescue Coordination Centres in Victoria, British Columbia; Halifax, Nova Scotia; and Trenton, Ontario.

The CAF will also continue partnering with the Civil Air Search and Rescue Association (CASARA) (you are now leaving the Government of Canada website) on activities associated with CAF-coordinated domestic aeronautical SAR operations by:

• Training volunteers;
• Conducting joint SAR operations;
• Implementing capabilities such as remotely piloted aerial systems to improve SAR operations;
• Coordinating the national training academy;
• Overseeing the national safety program; and
• Continuing the development of Northern zones.

As advancements in technology and changing conditions allow individuals to access remote and challenging environments, the CAF SAR system will continue to adapt by integrating modern equipment and technologies that have proven effective in locating individuals in distress within Canada's internationally committed areas.

Over the coming year, the SAR enterprise will further deploy cellphone detection and sensor systems on CC-130 Hercules aircraft and those operated by the CASARA. Work will also continue to equip the new Kingfisher Fixed-Wing SAR aircraft with these capabilities, and advance upgrades through the Cormorant Mid-Life Upgrade program to strengthen the operational effectiveness of the CAF's expanding SAR fleet.

As part of the overall renewal of the Defence SAR enterprise, the SAR Mission Management System Replacement Project will replace legacy software used to coordinate marine and aerospace rescue assets, with delivery in 2026 and continuous improvements throughout the life of the software.

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

Results we plan to achieve

The Arctic remains a region of significant strategic importance, not only for Canada's defence but also for the broader security of North America. The safety and defence of the Arctic are a priority for Canada, the North American Aerospace Defense Command (NORAD), and the North Atlantic Treaty Organization (NATO), especially as tensions rise along the northern and western flanks.

Improving and modernizing regional defence infrastructure and all-domain capabilities

Defence will establish greater military presence, reach, and responsiveness in the Arctic to better position the Department of National Defence and the Canadian Armed Forces (DND/CAF) to assist with disasters, threats and challenges to Arctic and Canadian sovereignty. Plans will continue for the implementation of the Northern Operational Support Hub network through collaboration and consultation with external federal partners, territorial governments, Indigenous partners, and Northern communities, to support the CAF's permanent presence across the Arctic (you are now leaving the Government of Canada website).

Upon completion, the Hub locations will establish scalable capabilities that can be quickly activated to provide cost-efficient, multi-modal all-domain support for Northern CAF operations, while enabling the ongoing activities of federal and local partners where appropriate.

Supporting the sovereignty and security of the North and the Arctic

• Operation NANOOK: CAF's signature annual northern operation. DND/CAF will continue to reinforce Canada's commitment to Arctic sovereignty by addressing security challenges in the North through multiple lines of effort. DND/CAF will prioritize fostering respectful and constructive relationships with Northern communities potentially affected by CAF operations. Emphasis will be placed on continuing meaningful engagement with Indigenous partners whose traditional territories and ways of life are closely tied to Canada's security and sovereignty. These activities will occur in Joint Task Force North's area of responsibility:
  • Operation NANOOK-NUNAKPUT: Contributes to Arctic all-domain awareness by projecting forces along Canada's Internal Arctic Archipelago and integrating northern partners into a series of detection, deterrence, defence and surveillance activities;
  • Operation NANOOK-NUNALIVUT: The CAF adopted the Inuktitut name Nunalivut, meaning "Land that is ours," for this annual operation which consists of comprehensive military activities designed to assert Canada's sovereignty and enhance defence capabilities in the High Arctic. The CAF will work and train with a variety of allies and partners to enhance interoperability and effectiveness in areas of mutual interest;
  • Operation NANOOK-TATIGIIT: This operation is designed to support community safety and preparedness by exercising emergency management plans and improving operational readiness. Each iteration is task tailored to the Territorial Emergency Management Offices and participating agencies goals;
  • Operation NANOOK-TUUGAALIK: This operation is focused on building capabilities in the Arctic, enhancing presence in the Northwest Passage, supporting Royal Canadian Navy readiness, and advancing maritime polar interoperability with allies and partners. It also contributes to Arctic domain awareness by projecting forces in the Area of Operations and integrating regional northern partners into a series of presence and surveillance activities;
  • Operation NANOOK-TAKUNIQ: Activities will be executed with a focus on all-domain training and capability development to further enhance the capacity of the Canadian Rangers, as Canada's Eyes and Ears in the North, and to enhance their interoperability with Arctic defence partners, and with existing technical and surveillance capabilities; and
  • Operation NANOOK-QIMAAIVIVUT: This new operation will enable deterrence efforts through investments in capabilities and skills related to deployment, sustainment, survivability, and mobility in the Arctic. Activities will demonstrate active investment, innovation, infrastructure inspections and cold weather camps, and quick-impact projects.
• Force-generate a company-sized element to participate in Northern Exercise, a Canadian Army (CA) controlled arctic exercise, in winter 2027, to enhance the CA's contingency readiness in the North;
• Participate in ARCTIC EDGE 26, a multilateral exercise involving the CAF, United States Northern Command, and Special Operations Command North, to develop and sustain force capabilities in the Canadian Arctic context;
• Operation LATITUDE: Focuses on increasing domain awareness in the Western Arctic, in addition to enhancing interoperability with the United States military in the context of continental defence. Operation LATITUDE responds to growing geopolitical interest in the Arctic due to climate change and increased maritime access; reinforces Canadian sovereignty and continental defence; builds combined joint command-and-control relationships and crisis response capabilities; and demonstrates readiness to detect, deter, and defend against threats to North America;
• Force-generate the Arctic Response Company Groups to be available for domestic operations;
• Underpinning planned northern operations will be individual training, including the Arctic Operations Course, which is supported by the Canadian Rangers. This course prepares CAF personnel to operate in the region from cultural, climate and geographic perspectives;
• Maintain a persistent presence of the 1st and 2nd Canadian Ranger Patrol Groups in 67 communities north of the 60th parallel, including 23 within the Arctic Circle. The Canadian Rangers support the CAF and assist the Government of Canada's presence in the Arctic by providing a CAF presence, a local operational capability, and support to community resiliency;
• Utilize deployable sensors on all three coasts, including underwater surveillance and at a satellite ground station in the high Arctic, enhanced by foreign intelligence capabilities;
• Collaborate with all levels of government and external agencies in the employment of a multi-faceted and holistic approach to Northern security and Arctic sovereignty;
• Geospatial intelligence will continue to enhance Arctic domain awareness and operational support to Operations NANOOK and LIMPID, strengthening sovereignty and allied burden-sharing; and
• The Continental and Arctic Integrated Mission Team will continue to build Arctic strategic situational awareness for senior DND/CAF and Government of Canada officials through the production of intelligence products and briefings.

Developing Canada's Arctic Defence Policy

In accordance with Canada's 2024 defence policy, Our North Strong and Free; the 2024 Arctic Foreign Policy; the NORAD Modernization Plan; and the Arctic and Northern Policy Framework, policy direction and guidance to improve DND/CAF capabilities, mobility, and reach in the Arctic and the North will be supported by:

• Leading the review of Canada's position on NATO in the Arctic;
• Engaging NATO to advance Canada's priority interest in a secure and stable Arctic region;
• Deepening collaboration with Arctic states and exploring new partnerships with like-minded non-Arctic states;
• Advancing and strengthening governance of Arctic fora among like-minded Arctic states; and
• Maintaining and advancing internal and domestic cooperation and coordination on Arctic defence issues, including with Indigenous and Northern partners and governments.

DND/CAF will align its defence priorities with Arctic and Northern perspectives, including those of provincial and territorial governments, municipalities, and Indigenous peoples.

Strengthening Arctic Cyber Resilience

DND will strengthen its role in preserving and safeguarding Canada's Arctic sovereignty by enhancing network resilience, improving operational readiness, and deepening whole-of-government and allied partnerships, with a focus on:

• Maintaining resilient communications to sustain persistent and secure network connectivity to support command, control, and cyber defence in the Arctic;
• Advancing a unified Arctic cyber posture by working with other government departments, territorial and local authorities, and other partners to establish shared objectives, incident response protocols, and integrated doctrine;
• Enhancing operational effectiveness by participating in joint exercises and fostering collaboration with the United States and other allies, enabling CAF Cyber Command to extend its capabilities in the North, protect critical infrastructure, and deter hostile activity; and
• Building partnerships with Canadian and international partners to improve Arctic domain and situational awareness, and to facilitate the identification and response to cyber threats.

Results we plan to achieve

To defend North America, North American Aerospace Defense Command (NORAD) employs a range of capabilities and conducts activities, including:

• Demonstrating the Department of National Defence and the Canadian Armed Forces (DND/CAF)'s ability to defend North America through integrated operations, across domains with mission partners;
• Deterring adversaries with credible defence capabilities;
• Reinforcing NORAD's mission of aerospace warning and control, and maritime warning, with a focus on northern access and security in North America's northern regions;
• Providing proactive and reactive responses to aircraft that may pose a threat to North America, as well as to major national and international events, through Operation NOBLE EAGLE; and
• Processing, assessing, and disseminating intelligence to warn of maritime threats to, or attacks against North America utilizing mutual support arrangements with commands and agencies in the United States and Canada.

The Continental Defence Steering Committee (CDSC) is the Defence Team's primary steering committee for strategic policy and planning related to continental defence. This includes issues such as NORAD, Integrated Air and Missile Defence, all-domain defence planning, the Arctic and the North, the defence of critical infrastructure, maritime security and other domestic operations. The CDSC serves as a forum to support holistic development and implementation of policies, plans and operations for the defence of Canada and North America. It strengthens information sharing and provides senior officials with a venue to seek advice and support on evolving threats, opportunities, challenges, operational capabilities, and strategic coordination across the Defence portfolio.

DND/CAF will continue the development of the Canada All Domain Defence Plan. To support refinement and operational relevance, the Defence Team will seek opportunities to conduct proof-of-concept activities within the CAF and in collaboration with other government departments and agencies, international partners and allies, including NORAD and the United States Northern Command (USNORTHCOM).

Following the removal of all restrictions on the Air and Missile Defence of Canada, the department will advance work on adopting an integrated approach to protecting Canada's sovereignty, population, and critical infrastructure from the full spectrum of current and emerging threats.

By maintaining a Defence Critical Asset List the CAF will continue to maintain a clear understanding of which assets and infrastructure must be protected to avoid disruptions in the provision of DND/CAF critical services and assets in all domains.

Advancing the modernization of continental defences

National Defence will continue to work closely with the United States on shared priorities for the defence of North America, including through the implementation of Canada's NORAD modernization plan and relevant continental defence initiatives announced in Strong, Secure, Engaged and Our North, Strong and Free.

NORAD modernization projects remain phased, long-term initiatives requiring ongoing collaboration with partners and stakeholders, including Indigenous partners. Key focus areas include: fielding next-generation surveillance capabilities such as Over-the-Horizon Radar; and establishing dedicated science and technology capacity for the defence of North America, through research and development initiatives like quantum-enabled defence capabilities.

These investments strengthen Canada's sovereignty and its capacity to project power from a secure and resilient home base, while reinforcing the North Atlantic Treaty Organization's (NATO) western flank amid continued global challenges to the rules-based international order.

NORAD and USNORTHCOM are actively advancing the United States Department of Defense's Combined Joint All-Domain Command and Control system, alongside Canada's Pan-Domain Command and Control initiative. Both efforts harness cloud technologies, artificial intelligence, and machine learning to strengthen decision-making and enable seamless operational integration across domains.

NORAD remains committed to advancing its strategic priorities through agile development initiatives. In close collaboration with Defence project sponsors, Defence Research and Development Canada, and industry partners, NORAD actively monitors progress, champions capability requirements, and seeks out innovative solutions to meet evolving defence needs.

Concurrently, collaboration continues with USNORTHCOM to enhance long-range persistent aerospace and maritime surveillance capabilities.

Intelligence-driven approaches to defending North America

• Launch a sovereign Intelligence Mission Data Production Trial in fiscal year 2026-27 to provide essential reprogramming data for the F-35 and other fifth-generation platforms, directly supporting NORAD modernization and CAF operational requirements;
• Identify strategic threats to Canada and North America and provide situational awareness on current and emerging threat situations through intelligence products, briefings, and strategic warning problems; and
• Produce and disseminate timely and relevant strategic intelligence products with key international partners, including Five Eyes allies and NATO.

For more information on NORAD modernization and Canada's 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 Department of National Defence and the Canadian Armed Forces (DND/CAF) will contribute to 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 advance interoperability with allies, 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 contribute to efforts aimed at deterring major conflicts by leveraging combat operations readiness. Specifically, in fiscal year (FY) 2026-27 DND/CAF will:

• Operation UNIFIER: Following the Prime Minister's announcement of the renewal of Operation UNIFIER through 2029, the CAF will provide a variety of training to Ukrainian forces, including basic recruit training for the Security Forces Ukraine, training in Combat Engineer skills, Combat Medic training, and Junior Officer Leadership development training;
• Operation REASSURANCE: Following the Prime Minister's announcement of the renewal of Operation REASSURANCE through 2029, the CAF will maintain support to the North Atlantic Treaty Organization's (NATO) assurance and deterrence task force measures in Central and Eastern Europe:
  • Land Task Force – Latvia: Continue enhancement of personnel and equipment to Multinational Brigade-Latvia to expand capacity and range of pan-domain capabilities;
  • Air Task Force – Prestwick (ATF-P): Continue deployments of aircraft and personnel to enhance the operational sustainment support facilitated by ATF-P, including the provision of aeronautical support to NATO; and
  • Maritime Task Force – NATO Standing Naval Forces: Continue to support the NATO Standing Naval Forces (you are now leaving the Government of Canada website) through the episodic deployment of naval vessels and personnel on Standing NATO Maritime Group One or Two, as well as the Standing NATO Mine Countermeasures Group One or Two.
• Maintain the National Elements of Task Force Latvia Headquarters, National Command Element, National Support Element, Theatre Signals Unit, Engineering Support Unit, and the Latvian Allied Augmentation Team;
• Increase presence in the Baltics to deter Russian aggression by demonstrating multinational interoperability;
• Participate in the multinational Operation NOBLE DEFENDER, which demonstrates the North American Aerospace Defense Command's high readiness and seamless capability to deploy personnel and orchestrate the use of sea, land, air, space, and cyberspace capabilities for continental defence. This operation reinforces the interoperability of the CAF and the United States Armed Forces, alongside key Arctic allies and partners;
• Operation OPEN SPIRIT: Contribute to NATO maritime mine countermeasures operations by supporting clearance diving and explosive ordnance disposal to clear remnants of war along shorelines and underwater along the Baltic Sea coastline and in the western Black Sea;
• Operation KOBOLD: Continue the CAF's peacekeeping contributions to United Nations missions in Kosovo. DND/CAF to provide five staff officers to support NATO and regional stability in the western Balkans;
• Operation SNOWGOOSE: DND/CAF to provide one embedded staff officer to support its headquarters in Cyprus; and
• Continue to perform a leadership role in support of the NATO Climate Change and Security Centre of Excellence as the host and Framework Nation, which includes contributing a director and 15 other personnel. In cooperation with Global Affairs Canada (GAC), Defence will host two Steering Committee (SC) meetings in FY 2026-27 and will take over as SC Secretariat for the year.

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

• 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;
• Operation HORIZON:
  • Continue to exercise international navigational rights in the South China Sea and the Taiwan Strait to safeguard the freedom and safety of commercial trade movements in international waterways;
  • Deploy Long Range Patrol aircraft in support of Operation NEON and Exercise KEEN SWORD;
  • Participate in Exercise VALIANT SHIELD;
  • Increase CAF participation in international exercises, and the strengthening of defence relationships with regional partners through security cooperation; and
  • Continue the rotational deployment of three warships, maintaining Canada's augmented naval forward presence in the Indo-Pacific to conduct more cooperative deployments, maritime exercises, and port visits with allies and partners.
• Employ CAF members in the Joint, Multinational United Nations Enforcement Coordination Centre as part of Operation NEON and continue Canada's contribution to the Multinational United Nations Command based in the Republic of Korea;
• 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 along the coastline of the Solomon Islands; and
• Establish a Senior Military Representative for the Indo-Pacific. This General Officer represents an important instrument to anchor Canada's defence presence in this region. With strategic Chief of the Defence Staff representation in the region, DND/CAF will inform Canada's regional military engagements, bilateral, and multilateral defence relations, and will support interdepartmental integration with key partners.

In support of maintaining peace and stability within Latin America and the Caribbean region, in FY 2026-27 DND/CAF will conduct the following activities:

• Operation CARIBBE: Canada’s contribution to United States (U.S.) Multi-National Enhanced Counternarcotics Operations under Joint Interagency Task Force South (JIATFS). JIATFS is a U.S. national task force responsible for conducting interagency and international detection and monitoring operations and facilitating the lawful interdiction of illicit trafficking. The CAF supports the U.S. Coast Guard (USCG) in fulfilling its law enforcement mandate through supporting lawful interdictions of illegal trafficking vessels. Operation CARIBBE remains a separate and distinct operation from other U.S. military activities in the region and supports the USCG in fulfilling its law enforcement mandate to interdict illicit trafficking vessels;
• Deploy a Royal Canadian Navy Harry DeWolf-class Arctic and Offshore Patrol Vessel to reinforce North American security and strengthen regional cooperation and interoperability. This deployment will focus on disrupting narcotics trafficking and enhancing maritime security, contributing to greater international peace, economic stability, and the protection of global trade;
• Exercise TRADEWINDS: Provide capability building activities and training in support of the Caribbean Task Force, including humanitarian assistance and disaster response scenarios and the development of regional diving capabilities;
• Participate and work with the Caribbean Disaster Emergency Management Agency and the Caribbean Community Regional Response Mechanism to provide support during the hurricane season; and
• Operation ACKEE: With support from GAC'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 threats and criminal activity in the Caribbean Basin, and to contribute to the further development of Caribbean partner forces' interoperability.

In support of maintaining peace and stability within the Middle East:

In FY 2026-27, DND/CAF will demonstrate collective defence and resolve against malign influence and aggression in the region. Specifically, the Defence Team will conduct the following activities:

• Operation AMARNA: Conduct activities to strengthen regional defence partnerships, including the continued deployment of CAF personnel in leadership positions within the Combined Maritime Forces Headquarters to contribute towards internal capacity-building initiatives. Additionally, the CAF will continue its support to NATO Mission Iraq and capacity building efforts through the Canadian Training Assistance Teams in Jordan and Lebanon;
• Operation PROTEUS: Support the Office of the Security Coordinator for Israel and the Palestinian Authority through the continued deployment of CAF personnel to Task Force Jerusalem;
• Operation JADE: Support the United Nations (UN) Truce Supervision Organization by providing up to five military observers, staff officers, or a combination of both; and
• Operation CALUMET: Provide military staff officers and key leadership personnel to support the peacekeeping efforts of the Multinational Force and Observers.

In support of maintaining peace and stability within Africa, DND/CAF will conduct the following activities during FY 2026-27:

• Contribute to joint force projection through the Bab el-Mandeb Strait to maintain the Sea Lines of Communication and the safety of vessels moving between the Mediterranean Sea and the Indian Ocean;
• Continue and review CAF contribution to international peace operations and stabilization missions with the UN and other multilateral partners as part of Operation SOPRANO, Operation CROCODILE, and Operation PRESENCE; and
• Provide up to 70 personnel to conduct episodic training activities related to the UN to assist in addressing systematic challenges related to peacekeeping.

Contributing to the training efforts of non-NATO countries:

DND's Military Training and Cooperation Program (MTCP) will contribute to Canada's defence policy objectives by delivering targeted training and capacity-building initiatives that reinforce international defence cooperation and contribute to international peace and security. It achieves these objectives by strengthening bilateral and multilateral defence relationships with Canada's partners, enhancing the capabilities of defence institutions and security forces, and enhancing their ability to work with the CAF.

In FY 2026-27, MTCP will continue managing funding for the Indo-Pacific Strategy and support to Ukraine, and will also manage the new funding envelope for Operation AMARNA.

Work is underway to facilitate the conduct of Directorate of Military Training Coordination cyber courses to international military audiences.

In addition, the Defence Team will 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 within the space of the Women, Peace and Security agenda.

To achieve digitalization and networking of space and cyber for the digital age, the Defence Team will:

• Work to deepen allied relations to expand cyber security cooperation and understanding in both Europe and Indo-Pacific regions;
• Exercises – Conduct joint exercises with both European and Indo-Pacific partner nations, to strengthen effective cyber interoperability. The degree of interoperability between the CAF and partner nations differs based on pre-existing or new relationships;
• Conduct cyber operations and provide Signals Intelligence, and Joint Electromagnetic Warfare support as part of Operations HORIZON, REASSURANCE and UNIFIER; and
• Continue to leverage participation in Operations HORIZON, NEON, REASSURANCE and UNIFIER, with a focus on the following activities:
  • Continuing deployment of Cyber Task Forces in support of Operation REASSURANCE and Operation UNIFIER;
  • Expanding engagement with non-traditional European and Indo-Pacific partner nations; and
  • Participating in international exercises, including working jointly with Five Eyes, Indo-Pacific, NATO, and European partner nations.

Results we plan to achieve

In accordance with the Directive for Canadian Armed Forces (CAF) Force Posture and Readiness, Defence will direct Force Generation activities towards prioritized operational outputs to develop the ready, resilient, and relevant forces required to deliver on the mission sets and concurrent operations directed by the Government of Canada. To achieve this, the CAF will continue building across its four key pillars: People, Equipment, Training, and Sustainment.

Bolstering personnel capabilities to meet today's demands

In fiscal year (FY) 2026-27, the Royal Canadian Navy (RCN) will transform the Naval Reserve and the Naval Training System for distributed and scalable intake and training, to build the crews for current and future fleets, and to build a navy that is ready in case of war. Currently, 75% of the RCN's Regular Force personnel are trained and ready to serve at Trained Effective Strength (TES), with 62% of the Reserve Force at TES, which is below target. The following initiatives will strengthen the RCN's ability to reduce time-to-employment while also enabling earlier deployment at sea:

• Increasing training capacity through the development of the Basic Naval Qualification, with a pilot course delivery planned;
• Increasing the Basic Training List strength through targeted recruitment, retention, and accelerated qualification programs to restore full operational readiness; and
• Increasing integration with the Subsidized Training and Education Plan and Accelerated Enrolment Program.

The Canadian Army (CA) currently has 77% of its members fully trained and ready to serve TES, with the majority supporting Operation REASSURANCE. To maintain domestic and international readiness demands, personnel capabilities must be increased with Army Reserve members.

Given the capability gaps and low TES numbers hindering the CA's ability to meet growing operational demands, the Defence Team will address these challenges by:

• Continuing to prioritize mission critical resources through a deliberate allocation strategy focused on sustaining essential capabilities domestically;
• Maintaining equipment to support operational training and leveraging Field Service Representatives to provide on-site maintenance support; and
• Phasing out aging fleets in alignment with the introduction of new fleets, while ensuring capability gaps are minimized.

The Royal Canadian Air Force's (RCAF) TES is currently 84.7% overall. The remaining trained member shortfall requires a focused effort on attraction, retention, and accelerated training pipelines to rebuild operational capacity and meet future demands. This shortfall is being addressed through three key personnel priorities:

1. Achieving TES by 2029 through targeted recruiting, retention, and skilled re-enrollment initiatives;
2. Modernizing occupations via the Future Occupation Working Group to align with emerging capabilities; and
3. Conducting a strategic Force Structure Review to optimize the organization for future air and space operations.

These efforts, combined with CAF-wide initiatives focused on restoring readiness and strengthening personnel capacity — through accelerated recruitment, simplified enrolment, targeted outreach, and quality-of-life improvements — position the RCAF to sustain and expand its operational capacity through 2030 and beyond.

In FY 2026-27, the CAF's notable planned exercises include:

• Exercise STEADFAST DETERRENCE 26 and Exercise STEADFAST DUEL 26: Exercises led by the North American Treaty Organization (NATO) to train both Alliance and national headquarters personnel in the execution of NATO plans designed to counter a peer-adversary contesting the Alliance in peace, and in crisis. Canada's participation will focus on integration of national and NATO processes within the context of Operation REASSURANCE;
• Exercise VIGILANT SHIELD 27: A bi-national command post exercise between Canada and the United States designed to assess and enhance the readiness of North American Aerospace Defense Command and the United States Northern Command (USNORTHCOM), along with their components and mission partners, in defending North America from attacks across all domains — including air, land, maritime, space, and cyberspace;
• Exercise INTERNAL LOOK 27: A United States Central Command-sponsored coalition exercise designed to inform, coordinate and refine the battle staff and national headquarters' warfighting processes required to respond to a regional crisis in the Middle East. Canada contributes headquarters and exercise-participant elements;
• Operation REASSURANCE: Ongoing deployments of the RCN to NATO Standing Maritime Groups in Europe, supporting deterrence and collective defence;
• Operation NEON: Maintains Canada's continued participation in the multinational enforcement of United Nation sanctions against North Korea in the Indo-Pacific;
• Operation HORIZON: Advances CAF sustained presence in the Indo-Pacific region through multinational exercises, regional engagement, and capacity-building activities that reinforce partnerships and security cooperation;
• Exercise MAPLE RESOLVE: A high-readiness exercise that will prepare CA elements for deployment on Operation REASSURANCE;
• Exercise OAK RESOLVE: A NATO validation exercise conducted by the Enhanced Forward Presence Battle Group in Latvia;
• Exercise UNIFIED RESOLVE: A computer-assisted exercise conducted by the brigade headquarters to prepare staff for deployment on Operation REASSURANCE;
• Joint Pacific Multinational Readiness Centre: A United States Army high-readiness exercise conducted in Alaska. The CA will participate to enhance cold-weather warfighting capabilities in a joint multinational context;
• Exercise MAPLE INTREPID: A command-post exercise conducted by multiple Canadian Brigade Groups to validate readiness for national security operations, disaster and humanitarian assistance, and support to law enforcement agencies;
• 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 Suffield for chemical, biological, radiological, and nuclear response practitioners (both specialist and non-specialist);
• Exercise ARDENT DEFENDER: A joint, international, inter-agency Counter Explosive Threat and Explosive Ordnance Disposal exercise that aims to confirm individual and collective skillsets across the CAF and increase interoperability between NATO Allies;
• ARCTIC CHALLENGE EXERCISE: Builds strategic links with Arctic allies and provides tactical-level experience and a venue to garner best practices in transitioning to the F-35A Future Fighter;
• ASAREX: Builds strategic links with allies on search and rescue capabilities in the Atlantic. It provides tactical-level experience and an opportunity to share best practices between civilian and military entities;
• RIMPAC: The Rim of the Pacific Exercise aims to increase the operational and tactical proficiency of its participating militaries by practicing a wide array of maritime operations. The specific objectives are to strengthen partnerships, enhance interoperability, promote regional stability, and test new technologies. It provides a venue to garner best practices in transitioning to the P-8A Poseidon Canadian Multi-Mission Aircraft;
• Apollo Griffin: United States Space Command's (USSPACECOM) training event designed to strengthen the command's collaboration with joint and allied partners. USSPACECOM, working with allies and partners, plans, executes, and integrates military space power into multi-domain global operations to deter aggression, defend national interests, and when necessary, defeat threats;
• AsterX27: A French space exercise with participation from allied countries, held in Toulouse, France, with a strategic focus on improving cooperation with allied nations. The exercise also provides tactical space operators and operational command and control units to plan, brief, execute, and debrief together through a challenging and realistic scenario;
• Coalition Space Flag 26-2: Prepares combined joint forces to integrate all space-power disciplines and maintain space superiority against advanced threats. By replicating realistic operational environments, the exercise hones mission planning and execution at both tactical and operational levels;
• Global Sentinel: USSPACECOM's premier future-focused security cooperation effort designed to strengthen and grow international partnerships, improve operational collaboration, and promote responsible behaviour in the space domain;
• Polaris Hammer: Focused on the command and control of space warfighting and specific operations within a campaign;
• Resolute Space: United States Space Force's largest service-wide exercise, demonstrating preparedness for complex, large-scale military operations in a contested and dynamic environment against high-end threats;
• Thor's Hammer: A biennial, future-focused NATO electronic warfare exercise to test compatibility and effectiveness using current space capabilities, focusing on resilience of space architectures and the ability of partners and NATO Allies to conduct combined space operations in a contested environment;
• Valiant Shield: A multinational, biennial field training exercise focused on integrating interoperability into a multi-domain environment. The exercise builds real-world proficiency in sustaining joint forces by detecting, locating, tracking, and engaging units at sea, on land, in the air, in space, and in cyberspace in response to a range of mission areas;
• Exercise VITAL ARCHER 26: A bilateral exercise led by the Canadian Special Operations Forces Command (CANSOFCOM) and the USNORTHCOM, focusing on counterterrorism and countering weapons of mass destruction. It will involve government agencies across both nations' national security enterprises and intergovernmental partners at the provincial and municipal levels; and
• Exercise STEADFAST DEFENDER: The Defence Team supports and contributes to NATO's readiness, deterrence, and defence measures in Europe.

Utilizing intelligence-driven operational readiness tools

• Modernize the intelligence workforce for pan-domain data centric operations;
• Enhance counter-intelligence readiness through a centrally directed enterprise that delivers threat reduction outcomes across the spectrum of operations;
• Update and streamline Canada's joint intelligence doctrine to reflect today's operations. Core publications guiding intelligence, intelligence operations, signals intelligence, and Joint Intelligence, Surveillance, and Reconnaissance will be revised. NATO's open-source intelligence doctrine will be adopted with Canadian caveats to support interoperability and readiness;
• Monitor potential CAF operating environments and provide operational planners with strategic situational awareness through intelligence products and briefings; and
• Conduct counter-intelligence investigations in Canada and overseas, supporting domestic requirements and force generation for deployed operations.

As Defence advances its modernization efforts, new capabilities will be integrated into training and readiness activities, with deliberate emphasis placed on enhancing CAF and Allied interoperability. Concurrently, improvements to CAF digitization will enable a more data-driven and evidence-based approach to readiness decision making.

Growing the CAF Cyber Command

DND will continue to recruit and enable Cyber Operators by attracting motivated and skilled personnel from across military occupational specialties, while supporting the employment of reservists with specialized skill sets.

Additionally, the Defence Team will seek training opportunities by participating in cyber force readiness exercises, with a focus on international collaboration to enhance interoperability. DND/CAF aims to simulate real-world scenarios to test cyber-capabilities across virtual and live environments. Planned exercises for FY 2026-27 include Exercise CYBER WARRIOR, an annual United Kingdom-hosted Five Eyes cyberspace training exercise, and Exercise CYBER GUARD, part of the Elite Constellation series of global exercises.

Defence 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 Canada and Canadian interests.

Results we plan to achieve

Following increased levels of Fleet and Equipment Readiness funding, the Department of National Defence and the Canadian Armed Forces (DND/CAF) will reduce pressures from essential but previously unfunded sustainment activities and mitigate inflationary impacts within the defence industry. These efforts will lower risk to the materiel readiness of existing capabilities. Improved availability, capability, and resilience are expected to become evident as industry capacity adjusts to absorb increased demand. Resolving the accumulated under-sustainment is expected to require years of continued investment.

In support of training and operations, DND/CAF maintains an inventory of ammunition of various calibres. Annual replenishment activities and bulk orders of ammunition build a strategic stockpile while meeting training and operational needs. Companies that participate in the Munitions Supply Program are central to maintaining a sovereign industrial ammunition production capability. The Defence Team will continue to work with industry to provide the necessary support for manufacturing ammunition and to establish additional long-term production capacity.

The Royal Canadian Navy (RCN) will maintain a combat-ready fleet capable of defending Canada's coastline, projecting naval power, safeguarding national interests, and supporting allied operations domestically and across the globe.

In fiscal year (FY) 2026-27, key RCN actions will include the following:

• Sustaining the Halifax-class frigates, Canada's major surface combatant, through maintenance and corrective and preventive engineering to maintain the ships' effectiveness until their end of life; and
• Commissioning His Majesty's Canadian Ship (HMCS) Robert Hampton Gray, the sixth Harry DeWolf-class Arctic and Offshore Patrol Vessel. HMCS Robert Hampton Gray will complete post-delivery trials and commission into active service in Esquimalt, British Columbia, in 2026. This will mark the full operational capability of the fleet of icebreakers, enhancing Canada's Arctic presence.

Improving the Canadian Army's (CA) equipment ownership culture:

In FY 2026-27, the CA will initiate a significant transformation in equipment management, prompted by the predominant centralization of armoured vehicles within divisions, highlighting the need for a more distributed managerial approach. Key actions to allow resources to be allocated where they are needed most will focus on:

• Critically evaluating equipment preventive maintenance requirements without compromising safety or fleet health; and
• Better aligning CA equipment serviceability targets with operational outputs.

Enhancing Fleet Serviceability and Readiness:

DND/CAF will work to resolve armoured vehicle imbalances and improve armoured vehicle serviceability. Increased National Procurement funding is expected to enhance fleet serviceability and readiness through both sustainment and new equipment fielding. Specific actions include:

• Modernizing Royal Canadian Electrical Mechanical Engineers (RCEME) and equipment sustainment by shifting to condition-based maintenance using sensors and data analytics; implementing QR coding across all major fleets for efficient parts tracking; and enabling digital connectivity for technical reach-back and diagnostics through integrated command, control, communications, computer, and intelligence surveillance systems. These efforts are complemented by linking tactical maintenance systems with enterprise platforms for real-time visibility of equipment status and supply chains;
• Strengthening overall sustainment capacity of RCEME trade structures by reviewing new pay incentives and career progression measures introduced to improve retention, while Reserve components are being integrated;
• Beginning Light Armoured Vehicle repair and retrofit, and continuing Leopard repair and overhaul in FY 2026-27. The Logistics Vehicle Modernization project will enhance readiness by replacing aging logistics vehicles with modern, modular platforms that improve payload, mobility, and protection, with deliveries starting in 2027. This modernization reduces downtime, increases flexibility, and supports domestic and expeditionary missions;
• Launching the Common Heavy Equipment Replacement Project to recapitalize heavy support equipment for mobility, counter-mobility, and sustainment tasks, including engineering and specialty logistics vehicles; and
• Increased National Procurement:
  • Prioritizing resource allocation to sustain capabilities essential for protecting Canadians and fulfilling international commitments, including to the North Atlantic Treaty Organization and the North American Aerospace Defense Command; and
  • Reducing the number of vehicles that are not mission-ready by concentrating actions on restoring equipment readiness and aligning serviceable platforms with operational outputs.

In FY 2026-27, key RCAF actions will include the following:

• Canadian Advanced Synthetic Environment Phase 2: This project will provide advanced hands-on equipment to enhance the training of aerospace maintenance technicians. Final operational capability is anticipated in 2026;
• Future Aircrew Training: Through the ongoing implementation phase, Canada will begin acceptance of PC-21, H-135, and D8-400 aircraft, while Initial Cadre Training commences for these platforms and the already accepted Grob 120TP. Courseware development will continue and will be completed for the Basic Flying Training Stream; and
• Investment activity will continue for:
  • Chinook Mid-Life Block Upgrade: This project will enhance and modernize Canada's CH-147F Chinook helicopter capability;
  • Griffon Limited Life Extension: This project will conduct testing and software integration in anticipation of delivery of upgraded CH-146C Mk II aircraft to 1 Wing units in future years; and
  • Tactical Control Radar Modernization Project: Delivery of ancillary equipment, including associated command, control, and communication systems and shelters will continue through to 2029.

Results we plan to achieve

In fiscal year 2026-27, the Canadian Armed Forces (CAF) will continue to advance personnel growth toward its end state of 101,500 members by modernizing recruiting systems, strengthening retention, and enhancing professional development. These initiatives will support how the CAF attracts, enrolls, and supports a diverse, skilled and operationally ready force.

Modernizing Recruitment Systems

• Reconfiguring the Canadian Forces Recruiting Group operating model and, in partnership with industry, develop and implement a modern Digital Recruiting System by 2027 to replace legacy platforms. The new system will enable real-time intake management, data connectivity, automated screening, and will significantly reduce applicant processing timelines;
• Advancing the Online Application Portal 2.0 in 2026 to minimize in-person visits to recruiting centres;
• Collaborating with an industry-leading company to design a comprehensive digital system for the entire personnel generation enterprise by 2030, covering occupational health, attraction, applicant processing, onboarding, and initial training;
• Implementing a new Digital Onboarding System that supports administrative onboarding, CAF culture and ethos training, early-career learning, preparation for basic military training, and initial occupation training;
• Delivering a Candidate Management system to improve Basic Training List oversight and connect training institutions, managers, and occupational advisors in a digital environment;
• Strengthening the use of data analytics to track applicant processing, training pipeline progress, and overall personnel generation effectiveness; and
• Refining Common Enrolment Medical Standards and improving medical screening procedures to reduce delays while upholding Universality of Service.

Recruiting and Retention Initiatives

• Continuing work with industry to attract talent into priority occupations in 2026;
• Continuing to implement compensation and benefit measures announced in August 2025 that recognize the efforts and dedication of CAF members and respond to the challenges of recruitment and retention in a competitive environment;
• Progressing towards enrolment targets of 25.1% women, 11.8% visible minorities, and 3.5% Indigenous Peoples;
• Enrolling permanent residents and streamlining recognition of foreign education and credentials;
• Embedding clinicians to conduct timely, in-person enrolment assessments and improve the speed and quality of medical evaluations in recruiting centres;
• Supporting retention by aligning rehabilitative services and Return-to-Duty pathways with operational readiness targets and wellness goals; and
• Using health-related attrition data to inform retention strategies and strengthen the broader retention ecosystem.

Professional Development

• Implementing 25% of the 49 recommendations from the Canadian Military College Review Board report (2025) by March 31, 2027, in response to the Independent External Comprehensive Review (Arbour Report), while the remaining recommendations will be addressed in future years;
• Expanding professional education opportunities including conversion of the Canadian Forces College Joint Command and Staff Program for master's degree accreditation;
• Providing summer second-language training for 75% of CAF students enrolled in subsidized education programs such as the Regular Officer Training Plan and the University Training Plan for Non-Commissioned Members; and
• Piloting a Digital Learner Identification system to provide CAF members with a secure, persistent identity across all learning environments, enabling seamless tracking of courses, informal learning and external certifications throughout their careers, while enhancing readiness tracking and workforce planning.

Personnel Management and Recognition Modernization

• CAF Value Proposition: Create and maintain a comprehensive framework using a total rewards philosophy, integrating compensation, benefits, career development, and work-life balance programs to recognize CAF members and their families for their service to Canada;
• Employment Model Modernization: Modernize the CAF employment model to align with Canada's evolving labour market and future operational needs, enabling flexible, balanced career paths that respect members' work-life choices while maintaining operational effectiveness;
• Personnel Management System: Continue modernizing the Military Personnel Management System by integrating digital technologies, automation, and data-driven practices to enhance interoperability, cybersecurity, and operational efficiency;
• Administrative Reviews and Release Policies: Update policies to improve throughput, reduce bottlenecks, and decentralize decision-making; and
• Honours and Awards: Promote an efficient application process that supports timely recognition for CAF members, veterans, and their families.

The Royal Canadian Navy (RCN) will:

• Advance integrated initiatives to strengthen force generation, recruitment, and retention. The Naval Experience Program offers Canadians an immersive one-year pathway with hands-on exposure to naval life and accelerated enrolment into Regular and Reserve Force occupations. To enhance readiness and achieve 100% force reconstitution by 2028, the RCN is prioritizing the Naval Reserve as the primary recruitment and augmentation vehicle for the Regular Force, while modernizing training pipelines through the Naval Training System Transformation initiative. Additional efforts include modernizing occupation structures and shore establishment roles to align with new fleet capabilities, including the Arctic and Offshore Patrol Vessels and the Canadian Surface Combatant, and renewing focus on retention, career flexibility, and quality of life. These measures are supported by modernized crewing models, improved accommodation and family programs, and greater use of technology in training that will help sustain a motivated and deployable maritime workforce.

The Canadian Army (CA) will:

• Reform the initial training pathway. A new core competencies course, delivered immediately following basic training, will prepare soldiers to live and operate in the land environment. Upon completion, soldiers will be immediately employable within divisions, gaining experience and mentorship while awaiting corps and branch-specific training. The CA is reviewing and streamlining occupational training to keep it focused, efficient, and aligned with operational requirements, accelerating overall growth and readiness. A healthy Army Reserve remains essential to expeditionary and domestic operations. In parallel, the Canadian Rangers establishment has been realigned to have a sustainable authorized strength of 6,820 personnel across five Canadian Ranger Patrol Groups. Through the Canadian Rangers Enhancement initiative, streamlined enrolment and targeted recruitment in priority communities will enable growth to 5,100 Rangers in the near future.

The Royal Canadian Air Force (RCAF) will:

• Advance three priorities in parallel, including work to achieve 100% Trained Effective Strength by 2029 through tailored recruiting, retention, and skilled re-enrollment strategies that strengthen operational depth. Concurrently, the RCAF is modernizing occupations through the Future Occupation Working Group to align workforce structures with evolving capabilities. In addition, the RCAF will conduct a strategic Force Structure Review to optimize organizational design in response to emerging air and space requirements. Together, these efforts reflect a deliberate shift away from the status quo and lay the foundation for a modern, agile, and operationally ready Air and Space Force.

Results we plan to achieve

In fiscal year (FY) 2026-27, Defence will continue to design, deliver, and evaluate wellness programs and services that support the health, fitness, and overall well-being of Defence Team members. Efforts will focus on expanding targeted wellness initiatives, improving recovery pathways, broadening access to inclusive sports programming, and applying an intersectional approach to health policy and service delivery.

Wellness and Fitness Programs

• Advance the Women and Gender-Diverse Physical Wellness Program to provide evidence-based fitness and wellness support across all career phases:
  • Program expansion: Launch national programming related to menopause and tailored physical performance platforms;
  • Inclusivity and accessibility: Increase staff and community engagement to identify and reduce barriers to participation; and
  • Measurement and evaluation: Strengthen data collection, research partnerships, and evaluation processes to assess program outcomes.

Reconditioning Program

• Progressively expand the Reconditioning Program to enhance operational readiness and support members recovering from illness, injury, or medical limitations;
  • Referral and collaboration: Strengthen referral-based systems and coordination with the Canadian Forces Health Services group;
  • Equitable access: Address regional disparities to promote consistent service delivery across all locations;
  • Monitoring and reporting: Enhance case management and performance tracking; and
  • Early intervention: Develop targeted injury prevention programs for high-demand occupations, such as aircrew.

Sports Programs

• Expand the Canadian Armed Forces (CAF) Sports Program to increase participation, inclusivity, and long-term impact;
  • Grassroots engagement: Strengthen local programming and pilot new sports activities;
  • Inclusivity and accessibility: Increase opportunities for underrepresented groups;
  • Talent pathways: Establish clear progression routes for athletes, coaches, and officials; and
  • Barrier mitigation: Broaden grant programs to support participation beyond formal CAF sports.

Health Services Delivery and Modernization

• Strengthen comprehensive, inclusive, and resilient health service delivery across physical, mental, and rehabilitative domains to better support recovery, retention, and CAF operational readiness. Initiatives include:
  • Modernize the health service delivery model: Advance development of the new Electronic Health Records System to support secure data access, clinical decision-making, and interoperability with provincial systems;
  • Inclusive health programs: Expand programs tailored to diverse populations, including gender-diverse and equity-seeking groups, while aligning medical fitness policies with operational demands and population health trends;
  • Return-to-Duty modernization: Partner with the CAF Transition Group to modernize the Return-to-Duty Program, including enhanced case management, and improved access to occupational therapy; and
  • Recovery and retention: Improve coordination of care for member reintegration after illness or injury, strengthening recovery outcomes, retention, and overall readiness.

Transition Support and Partnerships

• The Military Transition Engagement and Partnerships capability will continue to strengthen the CAF's ability to support members throughout their careers, including in their transition to civilian life, along with their families across all domains of well-being;
  • Modernize and expand the National Resource Directory to enhance access to a trusted ecosystem of verified external organizations, providing tailored support from recruitment (e.g., CAF members speaking in workplaces) through to transition;
  • Strengthen strategic partnerships across the seven domains of well-being to deliver regionally responsive support and contribute to institutional resilience and member well-being; and
  • Harmonize transition services to provide the highest level of support for ill and injured members and their families.

Additionally, the Department of National Defence (DND) will continue to deliver on its commitment to the well-being of public service employees through expert disability management and the full range of Employee Assistance Program services. These include counselling, coaching, support for workplace injuries, medical accommodations, and the return-to-work program, administration of the Government of Canada Accessibility Passport, and guidance on medical retirement. By continuously supporting and improving these services, DND reaffirms its commitment to the health and wellness of public service employees, helping to build a healthier, more inclusive Defence Team.

In FY 2026-27, DND/CAF will enter the final phase of the Comprehensive Implementation Plan, advancing sustainable culture change and modernization of the military justice system. A key priority includes completing work under Military Justice Modernization to address outstanding recommendations from the Third Independent Review of the National Defence Act, with the goal of closing the remaining 41 recommendations by December 2028.

To reinforce this, Defence will enhance victim support in alignment with recent amendments to the National Defence Act, which introduced the Declaration of Victims Rights into the Code of Service Discipline. Initiatives include:

• Victim's Liaison Officer program: Continue supporting victims' rights to information, participation, protection, and restitution, while updating training, reporting mechanisms, and support services; and
• Harassment and Violence Prevention: Align the CAF Harassment Prevention and Resolution program with the Workplace Harassment and Violence Prevention program, following the adoption of Defence Administrative Orders and Directives 5014-0 on March 1, 2025. This alignment incorporates the Canadian Labour Code definition of harassment and violence, promoting an inclusive workplace free from harassment, discrimination, and violence.

In FY 2026-27, Defence will work toward a more accessible, equitable, and inclusive Defence Team:

• Accessibility: Implement the 2025-2027 Accessibility Plan to identify, remove, and prevent barriers, while expanding the Defence Team Accessibility Office through a new Accessibility Hub that provides resources, information, and progress tracking aligned with the Government of Canada Accessibility Measurement Strategy;
• Gender Integration: Lead the North Atlantic Treaty Organization Allies in developing and ratifying the Doctrine of Integrating Gender Perspectives in Military Operations, reinforcing interoperability and advancing Women, Peace, and Security principles;
• Anti-Racism: Apply the DND/CAF Anti-Racism Framework, in alignment with Canada's Anti-Racism Strategy 2.0 and the Government of Canada Anti-Racism Framework, to address systemic barriers and promote equity;
• Culture Evolution: Launch the second iteration of the Culture Evolution Strategy to sustain progress and align plans, resources, and practices with Defence Team values and ethics; and
• Official Languages: Continue strengthening linguistic rights and bilingual service delivery across the Defence Team.

In FY 2026-27, DND/CAF will continue advancing initiatives that support culture change, member well-being, and operational effectiveness across the Defence Team. Key priorities include:

• Grievance System Modernization: Launch the Grievance Centre of Expertise at initial operating capacity in April 2026 to support chains of command in the effective administration of grievances. Policy updates and digitization will improve timeliness, transparency, and trauma-informed resolution, with a focus on addressing issues at the lowest level possible;
• Complaints Process Transformation: Advance a recalibrated program framework that centralizes complaint handling, embeds trauma-informed and accessible practices, integrates Gender-based Analysis principles, and provides leadership with data-driven insights to drive systematic reform;
• Defence Team Coaching Program: Expand coaching services to support up to 400 individuals, deliver 50 team and group sessions, and provide up to 2,000 psychometric assessments per year. Increased access will strengthen leadership competencies, support culture change, and enable evidence-based leadership development;
• Leadership Support Teams (LST): Enhance unit effectiveness through surveys, Unit Morale Climate Assessment Surveys, the Climate and Well-being Pulse Survey, and in-person engagements. LSTs will analyze diverse perspectives, identify systemic barriers, and support the development of inclusive, responsive solutions;
• Restorative Services: Expand the Centre of Expertise in Restorative Services, which addresses harm-based situations through restorative practices to rebuild trust, strengthen teams, and reinforce institutional capacity for long-term culture change; and
• Conflict and Complaint Management Services: Continue delivering tailored conflict resolution services for individuals, managers, and chains of command, embedding equity, diversity, and inclusion principles to better support equity-deserving groups.

In FY 2026-27, the Sexual Misconduct Support and Resource Centre will strengthen its role as a trusted, independent resource for the Defence community by expanding trauma-informed services, extending its mandate to support those affected by racism, scaling proven programs, deepening expertise in anti-racism and cultural humility, and enhancing service quality through client feedback and evidence-informed practice.

With permanent funding secured, Defence will administer the Community Support for Sexual Misconduct Survivors Grant Program to broaden services for those affected by sexual misconduct, including:

• Expand and integrate support services: Maintain the 24/7 bilingual support line and the Response and Support Coordination Program, and extend access to all Defence community groups, including CAF members and DND employees, the Canadian Coast Guard, Junior Canadian Rangers, Cadets, and family members aged 16+, under the broadened mandate to support those affected by racism;
• Advance restorative engagement: Conclude the Sexual Misconduct Restorative Engagement Program and complete close-out activities; develop and implement the Restorative Engagement Program on Systemic Racism, as required by the CAF Systemic Racism Class Action Final Settlement Agreement (you are now leaving the Government of Canada website); and continue the work of the Centre of Expertise in Restorative Services to address harm-based situations through restorative practices that rebuild trust, strengthen teams, and reinforce institutional capacity for long-term culture change;
• Strengthen legal and peer support: Provide trauma-informed Independent Legal Assistance directly to individuals affected by sexual misconduct in a DND/CAF context and establish a roster of qualified civilian lawyers to complement the legal team and complete the transition away from the reimbursement model; and expand the Peer Support Program to better serve those affected by sexual misconduct and military sexual trauma; and
• Enhance insight and service design: Advance the Client Experience Strategy by analyzing client feedback to drive continuous service improvement; conduct community consultations to improve responsiveness of direct support services; and continue prevention-focused research to inform and contribute to institutional culture change.

The Canadian Special Operations Forces Command (CANSOFCOM) will continue to implement the Optimizing Performance, Force and Family program to address the unique health and wellness needs of CANSOFCOM members, advancing sustainment of high readiness for its personnel and response to operational demands.

The Royal Canadian Air Force (RCAF) will strengthen support systems that promote the health, well-being, and professional conduct of its personnel. Efforts will include maintaining timely, efficient, and policy-compliant reporting mechanisms for conduct-related incidents and grievances, and advancing professional conduct and culture initiatives that foster ethical leadership, respect, and accountability across all levels of command.

In FY 2026-27, the RCAF will focus on establishing benchmarks and monitoring progress in:

• Participation in leader character development and transformation activities;
• Completion of intersectionality and psychological-safety training;
• Delivery of awareness initiatives related to conduct, ethics, and equity, diversity, and inclusion; and
• Implementation of culture evolution activities through existing governance structures, including Culture Evolution Coordinators, committees, and review mechanisms.

Results we plan to achieve

In fiscal year (FY) 2026-27, Defence will strengthen organizational accountability and culture transformation by addressing systemic inequities through coordinated and evidence-based action. Building on departmental equity efforts, the Systemic Racism Class Action Coordinating Committee will bring together subject-matter experts and class member representatives to guide, monitor, and report on progress toward meaningful systemic relief measures across the Defence Team.

The Department of National Defence and the Canadian Armed Forces (DND/CAF) will advance an intersectional approach to inclusion with the integration of Gender-based Analysis Plus (GBA Plus) into core business activities. This includes targeted support to key policy functions, continued leadership of the Intersectional Focal Point Network, and expanding the GBA Plus community of practice to strengthen capacity and sustain inclusive decision-making across the Defence Team.

The CAF is committed to meeting employment equity goals for recruitment identified by the Government of Canada for women, visible minorities, and Indigenous groups through the following initiatives:

• Leveraging the unique opportunities and entry paths available to Indigenous Peoples such as the Indigenous Leadership Opportunity Year (ILOY) and Summer Training Programs which include Bold Eagle, Raven, Black Bear, Carcajou/Wolverine, and Grey Wolf;
• Interacting with Indigenous communities through the Canadian Forces Recruiting Group to build and maintain relationships with Indigenous Peoples based on recognition of rights, respect, co-operation, and partnership;
• Hosting webinars on CAF life and career opportunities, including dedicated sessions for Indigenous Peoples (e.g., ILOY, summer training programs) and women, providing information, guidance, and spaces to ask questions directly to recruiting staff;
• Continuing to roll out the "Women in the Forces" page on Forces.ca, showcasing member testimonials, policy updates, and career opportunities; and
• Attending women-focused career fairs to answer questions and share insights on careers in the CAF.

In FY 2026-27, the Defence Team will also strengthen tools and systems that support inclusive, ethical, and responsive workplace practices. Initiatives include:

• Developing a new job aid and checklist for GBA Plus considerations in training design, with endorsement by the Training Development Officer branch for CAF-wide use;
• Promoting sustainability of the Sexual Misconduct Incident Tracker System (SMITS) and the Hateful Conduct Incident Tracking System (HCITS) to avoid service disruptions;
• Enhancing HCITS to align with or exceed SMITS functionality to support broader operational needs; and
• Improving the reliability and accuracy of SMITS and HCITS dashboards to enable timely responses to chain of command requests, Access to Information and Privacy inquiries, media queries, and other high priority demands.

In FY 2026-27, the Defence Team will strengthen internal engagement and governance through a formal engagement framework. This approach will increase awareness of employment equity, diversity, and inclusion (EEDI) priorities while improving the process for tracking and reporting purposes. The department will also collaborate with central agencies and other government departments to align efforts and share best practices, supporting initiatives that reflect the diversity of Canadian society.

To advance its multi-year cyclical recruitment action plan for equity-seeking groups, Defence will:

• Establish subpools in all staffing processes to make sure candidates from designated groups are actively considered at every stage;
• Provide staffing advisors and hiring managers with tools and frameworks that embed equity considerations into staffing conversations;
• Launch targeted recruitment processes focused on racialized and other equity-seeking populations; and
• Strengthen talent acquisition, recruitment, and leadership development initiatives that advance departmental EEDI practices.

DND/CAF will also work to identify and remove systemic barriers affecting Indigenous, Black, and other racialized groups, as well as people with disabilities. Guided by data from the Employment Systems Review and the Public Service Employee Survey, these efforts will include equipping managers and supervisors with tools, programs, and services needed to help build inclusive workplaces. Measures will include setting inclusion goals, developing an inclusion index, and prioritizing second official language training for Indigenous and racialized public servants.

Results we plan to achieve

The Defence Team will strengthen alignment with Canadian values by advancing a culture grounded in respect, accountability, ethical conduct, and dignity for all. These efforts will work to align the behaviours, symbols, and traditions of the Department of National Defence and the Canadian Armed Forces (DND/CAF) with the principles Canadians expect from a modern, trusted, and professional military.

Key initiatives include:

• Implementing the CAF Professional Conduct and Culture Training and Education Framework across multiple CAF training programs;
• Expanding the "Prevent and Respond to Sexual Misconduct" course to both the Royal Military College of Canada Kingston, (Ontario) and Saint-Jean, (Québec) campuses;
• Launching the "Inclusion and Respect in Defence" workshop nationally, including a facilitator training program to support consistent delivery;
• Delivering mandatory Victim Liaison Officer recertification training, required every four years under the National Defence Act, and expanding access to the virtual Culture Evolution Coordinator course across the Defence Team;
• Strengthening awareness of ethical impacts on conduct and culture through updated Defence Ethics training, and incorporating revisions to the DND/CAF Code of Values and Ethics; and
• Supporting the Defence Ethics Program as it updates the DND/CAF Code of Values and Ethics and the Defence Ethics Program Implementation Directive, including:
  • Acting as advisors to integrate ethical principles across departmental activities;
  • Updating all training, Terms of Reference, and communication tools to reflect the revised Code; and
  • Amending relevant Defence Administrative Orders and Directives to enable consistency with the updated ethical framework.

In fiscal year (FY) 2026-27, the Defence Team will continue to advance culture renewal efforts that foster inclusive, respectful, and values-based workplaces and that are reflective of Canadian society. Across the Royal Canadian Navy (RCN), the Canadian Army (CA), and the Royal Canadian Air Force (RCAF), efforts will focus on strengthening trust, accountability, ethical leadership, and belonging, enabling all members to feel valued and empowered to contribute to operational excellence.

Key initiatives include:

• Implementing element-specific culture evolution plans such as the RCN's Forging a Stronger RCN and the RCAF's Culture Evolution Implementation Plan, to embed diversity, equity, and inclusion leadership across operations, leadership, and professional development;
• Strengthening engagement with Defence Advisory Groups, Indigenous and coastal communities, and national outreach initiatives such as the Naval Experience Program, to promote equitable opportunities and highlight the contributions of women, Indigenous Peoples, and racialized communities;
• Reinforcing collaboration with allies and partners to advance interoperability, inclusive leadership, and shared learning across the broader defence community;
• Enhancing workplace inclusivity and dignity through initiatives such as expanding Gender Focal Point (GFP) networks, introducing gender-inclusive accommodations, and strengthening the integration of Gender-based Analysis Plus across training and operations. These efforts include building capacity by training and force-generating Gender Advisors, Human Security Advisors, and GFPs, as well as embedding these principles in key courses such as Civil-Military Co-operation and Information-Related Capabilities; and
• Delivering and expanding training education programs such as the CA's Instructor Personal Growth Program and ethics discussions, which reinforce values-based leadership, emotional intelligence, and respect in the workplace.

In FY 2026-27, DND/CAF will continue to support national commemoration activities, which include:

• Supporting Veterans Affairs Canada (VAC) at domestic and international commemorative events, including:
  • The 110th anniversary of the Battle of the Somme (you are now leaving the Government of Canada website); and
  • The 110th anniversary of the Battle of Beaumont-Hamel from June 28 to July 1, 2026.
• Supporting the annual National Sentry Program at the Tomb of the Unknown Soldier at the National War Memorial;
• Advancing inclusive commemoration practices by:
  • Acknowledging unceded land;
  • Incorporating the Eagle Staff into ceremonies; and
  • Coordinating with CAF Indigenous advisors, VAC, and the Director of History and Heritage to include storytellers, dancers, singers, and smudging in events.
• Supporting Team Canada at the Invictus Games 2027 in Birmingham, United Kingdom, with the Soldier On program selecting and training competitors, and Canadian Forces Health Services providing medical support and coverage.

Results we plan to achieve

Support to Military Personnel and Families

In fiscal year (FY) 2026-27, the Canadian Forces Morale and Welfare Services (you are now leaving the Government of Canada website) team will continue to design, deliver, and evaluate essential wellness offerings for Canadian Armed Forces (CAF) members and their families, with services delivered in person and virtually. Initiatives include:

• Financial counselling and education: Expand financial counselling and advice for members and families experiencing hardship, supported by the Service Income Security Insurance Plan financial advisory team and enhanced through a CAF-exclusive financial education portal;
• Virtual healthcare access: Maintain 24/7 virtual access to Canadian-licensed general practitioners for dependents of CAF members living in Canada through the Military Family Virtual Healthcare Program; and
• Childcare: A $100 million Government of Canada investment over five years will expand childcare access for CAF families by partnering with local providers, reimbursing family members for training and certification, and establishing a navigator network and website to connect families with programs and resources.

Military Spouse Employment

To enhance employment opportunities for CAF spouses and partners, Defence will continue to invest in and expand both the Military Spouse Employment Initiative (MSEI) and the Military Spousal Employment Network (MSEN). In FY 2026-27, efforts will include:

• Collaboration: Working with other government departments, including the Royal Canadian Mounted Police and Global Affairs Canada, to address challenges faced by spouses due to frequent deployments and relocations;
• Ambassador Network: Establishing a Military Spouse Ambassador Network to promote awareness and opportunities within Defence;
• Employment Network: Expanding MSEI and MSEN to provide tailored career services — such as coaching, navigation, and employer connections — while embedding contact information in CAF posting messages to increase awareness among the approximately 5,000 military families who relocate annually; and
• Engagement: Increasing outreach through targeted communications, events, and promotional activities in partnership with the MSEN.

Seamless Canada

To address systemic barriers and improve quality of life for military families, Defence will:

• Support the Seamless Canada Steering Committee by organizing its biannual conferences, including an in-person event featuring a gala dinner and military experience;
• Support five simultaneous subcommittees that engage with provincial and territorial public service experts to achieve results in the three core areas: child and youth education, childcare, and access to health care; and
• Strengthen engagement with Base/Wing Commanders, Military Family Resource Centers, Honorary Colonel networks, and other government departments where synergies exist.

The Defence Team will continue to implement the Optimizing Performance, Force and Family program, focusing on meeting the unique needs of Special Operations Forces families including mental health resilience, deployment support, transition resources and programming, and community integration through dedicated Military Family Services.

Results we plan to achieve

Defence delivers relevant programs and experiences for today's Canadian youth through the Cadets and Junior Canadian Rangers programs, promoting accessibility across communities nationwide. These programs foster citizenship, leadership, physical fitness, and interest in Defence activities, helping youth develop skills that support a successful transition to adulthood.

In FY 2026-27, Defence will:

• Modernize training and delivery models to reflect evolving national priorities;
• Strengthen program readiness by improving personnel, equipment, and oversight;
• Expand leadership development and youth empowerment opportunities across all regions; and
• Maintain the 2% youth engagement target, using this benchmark to guide responsible program expansion.

Results we plan to achieve

In fiscal year (FY) 2026-27, Defence will advance the transformation of Force Development and Design (FD&D) across the Canadian Armed Forces (CAF) by completing an inaugural three-year cycle of activities and providing a unified aim point for capability development. Guided by foresight and consultation with allies, academics, and other government partners, the Department of National Defence (DND) will strengthen its understanding of the future operating environment.

The CAF's transition to the Concept-Driven Threat Informed Planning process will strengthen the strategic foundation of force development and modernize doctrine to reflect emerging needs. A centre of excellence will be established to embed best practices and innovation in capability design, while elevating the North Atlantic Treaty Organization's (NATO) Defence Planning Process as a foundational enabler of Canadian force development and multinational capability alignment.

To position future capabilities to address emerging threats, Defence will continue to evolve internal processes. Planned initiatives include publishing an updated FD&D User Guide, expanding Force Development training and course offerings, aligning processes with those of allies, and leveraging digital tools to improve integration. Governance structures will be reshaped to emphasize capability discussions and decision-making, while projects will be rigorously analyzed to maintain alignment with CAF future force priorities. These initiatives will enable Defence to design innovative capabilities that are ready to meet future threats.

Artificial Intelligence and Digital Modernization

In FY 2026-27, Defence will advance implementation of the DND/CAF Artificial Intelligence (AI) Strategy and accelerate responsible adoption across the Defence Team. Through the AI Centre, which is transitioning from design to delivery, Defence will:

• Launch the AI Ethics Framework and departmental governance model to guide responsible AI development and deployment;
• Recruit and train specialized AI talent, and embed expertise across Defence organizations to support enterprise and operational outcomes;
• Operationalize the AI Strategy through a directive and supporting toolkits with clear metrics and timelines; and
• Develop secure, standardized AI workspaces and risk-management frameworks to enable trusted, sovereign AI solutions.

Working with Defence Research and Development Canada, the AI Centre will apply a "fighting-from-prototype" approach, rapidly testing and deploying operational AI solutions in live environments. The Centre will also streamline AI procurement, establish technical standards, and develop mission-ready tools that enhance decision advantage, while reinforcing Canada's sovereignty in emerging technologies.

Digital and Data Foundations

Defence will continue to strengthen its digital backbone to enable secure, scalable, and data-driven operations. Key initiatives include:

• Advancing MapleStack, a sovereign, AI-powered suite of integrated technologies forming the foundation for modern defence operations across classified, unclassified, and edge environments. Backed by a $33.5 million seed investment, MapleStack is being tested in military deployments to validate operational readiness and support interoperability, zero-trust architecture, and decision superiority;
• Implementing the Data Ready Defence integration layer to unify enterprise-wide data access under zero-trust principles, providing secure, modular, and scalable data management across Defence systems;
• Expanding the Enterprise Interoperability Program and Enterprise Data Integration Platform to build a sovereign-first, open-source ecosystem aligned with allied standards; and
• Embedding cybersecurity and Emission Security considerations into all digital and Information and Communications Technology investments from the design stage.

These initiatives collectively establish a secure digital foundation that supports information advantage, enhances interoperability, and strengthens Canada's sovereign technological base.

Interoperability and Innovation Ecosystem

Defence will enhance collaboration with allies and accelerate innovation through close cooperation with the Joint Project Office and the Bureau of Research, Engineering and Advanced Leadership in Innovation and Science (BOREALIS). In FY 2026-27, efforts include:

• Advancing joint capability development across NATO and the Five Eyes partners, promoting alignment with coalition interoperability standards and Pan-Domain Command and Control objectives;
• Supporting plug-and-play compatibility across departmental and allied systems through standards-based design practices and secure data-sharing frameworks; and
• Leveraging experimentation and emerging-technology research to inform capability integration and operational readiness.

Through Information Capabilities Force Development, Defence will guide cyber-resilient and digitally enabled force development, embedding interoperability, resilience, and innovation into all capability portfolios.

Cyber Force Development and Resilience

Defence will continue to evolve a flexible and sustainable cyber force by refining policy, governance, and workforce frameworks. FY 2026-27 priorities include:

• Reviewing and revitalizing the Signals Intelligence (SIGINT) framework to enhance capability delivery;
• Establishing governance for Cyber and Joint Electromagnetic Spectrum Operations effects;
• Developing a framework to support Special Access Program operations, and governance, for cyber and SIGINT development;
• Completing the Cyber Workforce Framework for the new Cyber Officer occupational group;
• Delivering training programs for Cyber Operators from entry through to advanced levels; and
• Formalizing the Cyber Training Unit into an official military school with dedicated infrastructure and staff.

These actions will support DND/CAF in sustaining an integrated cyber workforce of military and civilian professionals capable of delivering effects across all domains.

Innovation and Experimentation Pipeline

Through the Innovation for Defence Excellence and Security program, Defence will continue accelerating discovery, testing, and adoption of innovative technologies that address operational and enterprise challenges. FY 2026-27 priorities include:

• Launching new challenges and sandbox trials in areas such as cyber defence, autonomous systems, Arctic operations, and Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance;
• Reducing time-to-field by integrating successful solutions into the Force Development process; and
• Applying frameworks such as the Foresight, Innovation, Concepts, Strategy and Technology process and Future Information Capabilities Framework to identify and prototype high-potential digital technologies.

Together, these initiatives will strengthen Canada's innovation ecosystem, enhance technological sovereignty, and support the CAF in remaining ready, resilient, and equipped to meet future threats.

Modernizing Defence Intelligence for a Pan-Domain Future

In FY 2026-27, DND/CAF will advance initiatives to enhance pan-domain awareness, strengthen decision advantage and deepen allied interoperability through data-centric, federated architectures. The department will build on the Defence Intelligence 2030 framework by developing the Defence Intelligence 2040 concept, aligning with Our North, Strong and Free and Canada's Intelligence Priorities. Work will be guided by concept development, wargaming and experimentation to anticipate future operating environments.

In addition, Defence will operationalize the Directorate of Defence Intelligence Data to provide enterprise data governance and a digital foundation for the Integrated Intelligence Enterprise, fostering management, interoperability, and usability across the Defence enterprise, including for Integrated Mission Data.

In FY 2026-27, the Canadian Special Operations Forces Command (CANSOFCOM) will continue to collaborate with partners and allies to develop capabilities designed to address the threats of tomorrow while supporting CANSOFCOM members in remaining interoperable when deployed globally.

Modernizing the Royal Canadian Navy for a Multi-Domain Maritime Future

The global maritime security landscape is evolving rapidly. Renewed great-power competition, increased activity in the Arctic and North Atlantic, and hybrid threats demand a transformative response. In FY 2026-27, the Royal Canadian Navy (RCN) will accelerate its transition to a modern, multi-domain, and combat-credible maritime force, strengthening sovereignty, readiness, and allied interoperability through:

• River-class Destroyer: The RCN's top fleet-renewal priority will advance through detailed design, procurement of long-lead components, land-based testing preparations, and groundwork for full construction later this decade;
• Canadian Patrol Submarine Project: Following down-selection to two qualified suppliers, the project will progress towards the acquisition of 12 conventional submarines for delivery no later than 2035;
• Arctic Sovereignty and Maritime Presence: Expanded deployment of Harry DeWolf–class Arctic and Offshore Patrol Vessels will increase northern patrol days and domain awareness, enhancing Canada's capacity to assert sovereignty and respond to emergencies;
• Uncrewed Systems: Delivery of the first Uncrewed Aircraft Systems under the RCN Intelligence, Surveillance, Target Acquisition and Reconnaissance project, with continued focus on uncrewed surface and underwater vehicles; and
• Multi-Domain Integration and Allied Interoperability: Deepening integration with joint maritime domain awareness, surveillance, and command-and-control systems to support responsiveness, allied interoperability, and global operational readiness.

Modernizing the Canadian Army for Future Operations

The global security environment is evolving rapidly. Accelerating technological change, renewed great-power competition, and the resurgence of high-intensity conflict have underscored that "the Army we have is not the Army we need". For decades, the Canadian Army (CA) was structured primarily to contribute to limited overseas missions, rather than to fight, survive, and lead in major combat operations. As a result, the CA lacks the equipment, support systems, and depth required to defend Canada in a future crisis or conflict.

To address this, the CA has launched a comprehensive modernization initiative to position Canada's land forces so they are designed, equipped, and structured to meet current and future threats. During FY 2026-27, the CA will continue this generational transformation, re-imagining how it is organized, equipped, trained, sustained, and integrated to generate modern land forces capable of operating across the full spectrum of competition, crisis, and conflict, both at home and abroad.

This modernization effort focuses on four core pillars: Personnel, Equipment, Training, and Sustainment, to deliver agile and lethal land power in defence of Canada and in support of international operations. Initial structural changes will begin in summer 2026 and are expected to be completed by summer 2027, transitioning from a geographically based organization to one that is purpose-built and effects-driven, consisting of:

• A dedicated defence force, serving as the backbone of national mobilization;
• The frontline combat force, providing fully equipped, deployable units for major combat operations;
• A sustainment and support foundation, anchored in Army bases and directly connected to the national supply chain;
• A training and education system, responsible for preparing soldiers and leaders through progressive, professional military development; and
• Advancing the Army's Capability Investment Priorities, by delivering advanced systems, platforms, and technologies required to support Canada's land forces in remaining interoperable with allies and ready to meet emerging threats.

Advancing Digital Command and Control Capabilities in the Royal Canadian Air Force

Defence will advance digital platforms and command and control (C2) capabilities to enhance decision-making, situational awareness, and operational readiness, which include:

• The Royal Canadian Air Force (RCAF) data platform: Expand ingestion and analysis of raw data to provide timely, trusted insights across the department;
• The Canadian Beacon Registry (CBR): Further develop the registry, a cloud-based platform that supports the registration of emergency beacons. When activated, the CBR enables the Canadian Mission Control Centre and Joint Rescue Coordination Centre to quickly access beacon data, reducing search and rescue response times and improving outcomes;
• Cloud Based Command and Control (CBC2): Building on the initial operational capability achieved in 2024, CBC2 will expand the use of secure cloud technologies, artificial intelligence / machine learning, and human-machine teaming to strengthen bi-national (Canada-United States) situational awareness and command and control. Agile development practices, including bi-weekly software deliveries, will continue to drive rapid capability improvements; and
• Resource Environment for Air Force Command and Control Hub (REAC2H): The RCAF is developing REAC2H, a platform that enables developers to build, deploy and host C2 software and security controls. In FY 2026-27, REAC2H will expand its hosted applications and, in partnership with the Digital Services Group, integrate a new data fabric to support enterprise-wide C2 requirements.

Results we plan to achieve

In fiscal year (FY) 2026-27, Defence will strengthen Canada's science, technology, and innovation ecosystem to address emerging defence and security challenges. Through the Defence Team's contributions to the Government of Canada's Indo-Pacific Strategy, the Department of National Defence and the Canadian Armed Forces (DND/CAF) will advance capabilities in quantum technologies, autonomy and artificial intelligence (AI), cyber, electronic warfare, undersea systems, and hypersonic and counter-hypersonic technologies. The Defence Science Counsellor posted to Canberra, Australia, will continue to engage regional partners to advance shared initiatives such as Over-the-Horizon Radar and missile defence. These efforts will inform continental defence priorities, including North American Aerospace Defense Command (NORAD) Modernization Science and Technology (NMST), and strengthen collective innovation across the Indo-Pacific.

Innovation remains a critical enabler for maintaining a modern, agile, and interoperable armed forces. Defence will advance operational research, strategic analysis, and experimentation to understand the evolving security landscape, inform evidence-based decision-making, and assess future capability and force structure options. By fostering a culture of innovation through partnerships with allies, industry, academia, and other external collaborators, DND/CAF will invest in technologies that enhance operational effectiveness, strengthen interoperability, and build resilience across all domains. These efforts will support priorities including Our North, Strong and Free, continental defence and NORAD Modernization, and the Defence Industrial Strategy (DIS).

North American Aerospace Defence Command Modernization Science and Technology

To support NMST, Defence will advance science and technology initiatives through the Innovation for Defence Excellence and Security (IDEaS) program by launching new challenges in priority areas that include:

• Arctic and climate research;
• Quantum technologies;
• Artificial intelligence;
• Autonomous systems;
• Space domain awareness;
• Counter-Uncrewed Aerial Systems;
• Cyber operations;
• Command and Control;
• Counter-hypersonic weapons; and
• Other emerging technologies.

These efforts will future-proof continental defence against aerospace and maritime threats. Bilateral and multilateral governance will align Canadian priorities with those of partners for coordinated investments and effective resource use. External engagement, including the annual NMST event at the Embassy of Canada in the United States, will showcase Canadian strengths and inform binational decisions on emerging capabilities.

Defence and Security Science and Technology Program

Through the Defence and Security Science and Technology program and NMST, DND/CAF will accelerate the transition of advanced research and development into CAF platforms, systems, and multi-domain capabilities. The Defence and Security Science and Technology Program will modernize research facilities and initiate new infrastructure projects to drive adoption of disruptive technologies while strengthening resilience against future threats. Defence will also leverage scientific expertise to support CAF operations, promoting alignment of research with operational requirements, and will invest in personnel to maintain Canada's leadership in adapting to emerging technologies.

Arctic Defence

The Defence Team will expand research and development capabilities to strengthen Arctic Defence by updating northern research infrastructure, modernizing portable on-ice science equipment, and strengthening partnerships with Indigenous communities, academia and the North Atlantic Treaty Organization's (NATO) Allies. This work will support NMST priorities in autonomy, power and energy, mobility, climate resilience, and Arctic communications, advancing readiness in challenging northern environments.

Quantum Science and Technology

Through Quantum 2030, Defence will accelerate applied science and technology (S&T) to mature quantum solutions and prepare the CAF for future quantum-enabled threats. Investments in highly qualified personnel, research partnerships, and infrastructure will advance Canadian quantum technologies with direct defence applications.

Research Security

To safeguard sensitive technologies and mitigate foreign interference, DND/CAF will implement enhanced research security measures. This includes conducting risk assessments, applying tailored mitigation strategies, and securing government-funded research partnerships in line with NATO S&T Research Security Guidance.

Accelerating Innovation and Procurement Modernization

The IDEaS program will enhance the Defence Innovation Portal by enabling secure proposal submission, project evaluation, and integrated reporting. To close the innovation to procurement gap, IDEaS and Public Services and Procurement Canada will grow the Procurement and Operationalization of Innovation and New Technology (POINT) initiative. Following the FY 2025-26 pilot Call for Proposals (CFP), additional POINT CFPs will allow DND/CAF to acquire mature IDEaS-funded innovations, accelerating transition into operational use.

Energetic Materials and Munition Production

In FY 2026-27, Defence will advance the Munitions Supply Program by prioritizing key energetic materials and acquiring capabilities for tailored synthesis and small-scale processing. In partnership with industry, Defence Research and Development Canada will pilot test and mature long-range artillery projectile technologies to support future-ready CAF munitions.

Commercialization, External Relations, and Intellectual Property Protection

DND/CAF will strengthen commercialization pathways, external relations, and intellectual property (IP) protection to better leverage defence innovation. Key initiatives include modernizing IP management and licensing, integrating research security considerations into publication and partnership decisions, as well as aligning IP practices with long-term CAF capability needs.

Innovation for Defence Excellence and Security Program – Targeted Innovation Initiatives

In FY 2026-27, IDEaS will continue to advance cutting-edge technologies through targeted challenges focused on 5G, quantum applications, minefield breaching in Ukraine, forecasting emerging threats, and Arctic sovereignty. New initiatives will include the Polar Paradigms and Drone Surge contests, and competitive projects supporting next-generation radar, hydrogen storage, spectrum superiority and hybrid space in low Earth orbit.

IDEaS will also expand its Sandbox program. The 2026-27 Counter-Uncrewed Aerial Systems Sandbox in Suffield, Alberta, will evaluate technologies for detecting and defeating micro and mini uncrewed aerial systems and integrating them into broader military command and control systems. The program will award up to $1.75 million in prizes to promising technologies while also advancing Phase 2 concept development with six Canadian firms.

Defence Innovation Accelerator for the North Atlantic (DIANA)

In partnership with NATO, Canada will strengthen its role in the DIANA. In FY 2026-27, the DIANA Strategic Planning Office will reach full staffing, and the permanent North American Regional Office will open in Halifax, Nova Scotia. Defence will also launch the Funding for Canadian Innovators and Accelerators of DIANA program to support Canadian firms participating in DIANA's transatlantic innovation network and accelerate contributions to NATO's innovation agenda.

Space Rocketry Challenge

Defence will pursue approval for the Space Rocketry Challenge under the DIS in collaboration with the Treasury Board Secretariat. With planned investments of $25 million in FY 2026-27 and up to $50 million annually thereafter, this initiative will strengthen domestic space-launch technologies, develop talent pipelines, and foster an early-stage innovation ecosystem.

Dual-Use Technologies

DND/CAF will continue to prioritize investments in dual-use technologies that support both defence and broader security objectives, where feasible. Key areas of focus include:

• Reducing the environmental footprint of military operations;
• Exploring alternative energy solutions for remote locations;
• Strengthening cyber security and the resilience of critical infrastructure;
• Enhancing training and development for CAF personnel;
• Preparing for emerging chemical and biological threats;
• Improving clothing and shelter for operations in harsh environments; and
• Advancing vehicle and aircraft maintenance and security systems.

In FY 2026-27, DND will continue to advance enterprise data management to help guarantee that Defence data is structured, governed, and interoperable. These efforts will advance digital transformation, support NORAD modernization, and enable future force design. Key initiatives include:

• Enterprise Data Model Framework and Data Standardization: Advance the Enterprise Data Model Framework and Data Standardization Framework through project-based onboarding of key business areas to drive standardization and interoperability across Defence;
• Metadata and Enterprise Catalogue Deployment: Implement the Chief Data Officer Directive on Minimum Baseline Metadata and expand the enterprise data catalogue to improve metadata consistency, discoverability, and governance across the Defence Team;
• Stewardship of Digital Assets: Building on the 2025 Chief of the Defence Staff/Deputy Minister Directive for Stewardship of Digital Assets, Defence will prepare for automation and AI-driven solutions by fostering systematic organization, proper classification, and accessibility of information; and
• Auto-classification of records: Expand AI-enabled initiatives to extract and classify information, improving access to trusted data, supporting decision advantage, and meeting legislated response timelines and operational reporting requirements.

The Canadian Special Operations Forces Command (CANSOFCOM) will continue to deliver innovative solutions to complex operational challenges. Building on partnerships with industry, allies, and the science and technology community, CANSOFCOM will pursue the latest technological and scientific breakthroughs to strengthen its future force capabilities.

The focus will be Gradient Ascent, CANSOFCOM's digital and analytics initiative. Gradient Ascent will harness AI and advanced analytics to automate workflows, integrate diverse data streams, and generate timely, actionable insights. This evolution will enhance CANSOFCOM's ability to anticipate, adapt, and decide with speed and precision, promoting sustained information advantage and operational effectiveness in future operating environments.

Results we plan to achieve

Defence will continue building procurement capacity and accelerate defence procurement by focusing on the following areas in fiscal year 2026-27:

• Advancing the implementation of the Defence Investment Agency to consolidate defence procurement expertise, support earlier engagement with industry partners, and accelerate the delivery of priority military capabilities aligned with the Canadian Armed Forces (CAF) operational requirements;
• Implementing the Continuous Capability Sustainment program to accelerate the procurement of rapidly evolving technological equipment for the CAF;
• Expanding the procurement workforce through programs including the Purchase and Supply Group Academy's Fundamental Program;
• Increasing procurement of equipment and materiel needed to sustain fleets and supporting the procurement of future capabilities and equipment to support troops and improve operational readiness;
• Leveraging data provided through the Defence Supply Chain Performance Management Framework to enable timely procurement of equipment and materiel;
• Providing the Department of National Defence (DND) project management community with the required competencies through the Project Management Competency Development Program;
• Evolving the defence investment management framework to support program-based delivery, reducing reliance on stand-alone project approvals to improve timelines, flexibility, and execution; and
• Supporting reforms to defence procurement to streamline DND/CAF capability requirements and acquisition processes.

Results we plan to achieve

Key equipment acquisition projects in fiscal year 2026-27 include the following:

• River-class Destroyer: The project will continue design and production engineering, with a focus on full-rate production of Ship 1. Progress will continue on the design and construction of a land-based test facility at Hartlen Point, Nova Scotia. Planning efforts for Batch 2 will focus on securing the supply chain of key systems in 2026 to mitigate risks to the production schedule;
• Victoria-class Modernization: The project will award contracts for replacement periscopes and survivability improvements to mast systems, deliver improved battery monitoring capability, as well as improvements to the sleeping quarters, washroom facilities, and galleys on Canada's in-service Victoria-class submarines;
• Arctic and Offshore Patrol Ship (AOPS): The project will launch Canadian Coast Guard Ship (CCGS) Donjek Glacier in April 2026, followed by sea trials in August and delivery in October. The Royal Canadian Navy's AOPS fleet is expected to receive full operational capability in September 2026;
• Joint Support Ship (JSS): The project will launch and achieve successful activation and initial commissioning of the main electrical switchboards on JSS 2. The sea trials for JSS 1 will be conducted;
• Fixed-Wing Search and Rescue Aircraft Replacement: Advance the certification and qualification programs towards completion: continue stand-up activities for the Main Operating Base in Winnipeg in preparation for the start of operations in January 2027; and accept delivery of the 16th and final Kingfisher aircraft;
• Cormorant Mid-Life Upgrade: The project will conduct the first flight of the first three production aircraft, accept the new training simulator, and commence training of pilots and maintainers;
• Canadian Multi-Mission Aircraft: The project will begin operator and maintainer training on the P-8A Poseidon, progress provisional accreditation under the Weapon System Management Accredited Technical Organization framework, complete the aircraft type design examination and seek approval of the long-term in-service support strategy;
• Future Fighter Capability: The first aircraft is scheduled to be delivered to the F-35A Pilot Training Center at Luke Air Force Base, Arizona, United States, in late 2026, and Royal Canadian Air Force (RCAF) pilot and aircrew training will also commence. Infrastructure work to support training and fighter squadron facilities in Cold Lake, Alberta, and Bagotville, Quebec, will continue, and the execution of the interim operations plan to enable receipt of the first F-35A in Canada will progress;
• Remotely Piloted Aircraft System (RPAS): The project will produce the first RPAS test article and initiate qualification testing and evaluation, advance airworthiness certification and accreditation, continue construction of the ground control centre, execute cyber mission activities, and conduct sustainment activities, including developing training programs and publications;
• Strategic Tanker Transport Capability: The project will continue implementation of aircraft acquisition contract activities with Airbus Defence and Space, including certification, qualification, flight test readiness reviews, and integrated logistics support activities. The project will maintain in-service support for three used CC-330 Husky aircraft in support of RCAF strategic airlift missions and begin the implementation of long-term in-service support packages with maintenance, materiel, the original equipment manufacturer, and training system support contractors. Infrastructure development and design activities will also continue with CC-330 Husky facilities at Main Operating Base-East (8 Wing Trenton, Ontario), Main Operating Base-West (Edmonton), and the northern Forward Operating Location;
• Logistics Vehicle Modernization (LVM): The project will proceed with implementation activities such as contractor-conducted durability trials – heavy (summer and winter portions), light user trial and the heavy user trial (including human factors evaluation trial), logistics demonstration – light capability (including cyber penetration testing and technician/pilot initial cadre training), and LVM first equipment delivery support readiness verification – light;
• Armoured Combat Support Vehicle: The project will complete delivery of the command post, electronic warfare, and maintenance recovery variants to the Canadian Army, and will conduct qualification testing of the fitter/cargo, engineer and mobile repair team variants;
• The Special Operations Capability and Recapitalization Project: The project will continue to work toward scheduled close out in 2027. It includes four capability portfolios that will focus efforts on maintaining high readiness and relevancy of command, control, communications, computers, intelligence, surveillance, and reconnaissance, soldier systems, chemical, biological, radiological, nuclear, explosives and mobility to safely insert and extract Special Operations Forces professional;
• Surveillance of Space 2-Ground-Based Optical: The project will continue to provide personnel training and infrastructure work and preparation for the three ground-based telescopes positioned at three military bases across Canada; and
• Next Tactical Aviation Capability Set: This project will revitalize tactical aviation in Canada through the acquisition of attack reconnaissance and medium lift helicopters in advance of the retirement of the CH-146 Griffon. Phase 1 will replace the CH-146s currently supporting Special Operations Forces, with Phase 2 (attack reconnaissance), and Phase 3 (medium lift) expanding capabilities in support of the Canadian Armed Forces (CAF).

The Department provides the integrated CAF ammunition requirements demand signal through the Assistant Deputy Minister (Materiel) group and Public Services and Procurement Canada to industry. Prioritizing procurement across the Our North, Strong and Free (ONSAF) funding profile must be linked to readiness and a national security imperative. Development of ammunition resilience opportunities aligned to the Defence Industrial Strategy will enable ammunition availability in the near to mid-term.

Defence is responsible for several Digital Defence Supply Chain projects that enable the CAF 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, including:

• Operational Sustainment Modernization Strategy: The strategy characterizes joint logistics as the cornerstone of the Sustainment Enterprise, and Ready Forces can only be achieved with significant investment and modernization in joint logistics and the corresponding sustainment enterprise; and
• Joint Logistics Modernization Campaign Plan: This plan provides the CAF and 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.

Results we plan to achieve

The following projects will achieve Full Operational Capability (FOC) in fiscal year (FY) 2026-27:

• Classified Secure Management Infrastructure: Implement the next-generation Type 1 key management system designed to support the modernized End Cryptographic Units, providing a secure and reliable automated system that can respond to the needs of the user community in a timely manner;
• aDEFENCEX: Focused on developing the methodology and enablement tools to effectively execute Enterprise Resource Planning (ERP) business transformation and demonstrate this methodology within the Department of National Defence and the Canadian Armed Forces (DND/CAF) business community, enabling business adoption of SAP Business Suite 4 SAP HANA (S/4HANA). aDEFENCEX will optimize the investment of future SAP ERP systems through agile business transformation planning, business process validation, and system capability validation to deliver unique outcomes and benefits. A DND/CAF collaboration with industry will produce a knowledge base grounded in best industry practices for executing a successful transformation project, which will be used in the future delivery of departmental ERP transformational initiatives;
• Secure Radio: This multi-platform initiative is advancing despite integration and certification challenges. Delays in establishing platform equipment integration contracts and technical hurdles—particularly with Controlled Cryptographic Items across Royal Canadian Air Force and Royal Canadian Navy (RCN) platforms — have impacted timelines. For the RCN, limited platform availability and extended docking periods have further constrained embodiment schedules. Additionally, the procurement of secure handheld radios for Canadian Special Operations Forces Command is pending United States National Security Agency certification and release to Canada. These challenges are being actively managed, and the project remains strategically aligned with FY 2026-27 priorities, with approved funding supporting continued progress;
• Defence Cryptographic Modernization Project — Omnibus: This project will replace the DND/CAF Type 1 End Cryptographic Units aligning Canada's cryptographic equipment with that of the United States;
• Advanced Cryptographic Capabilities: The publication of the approved-for-use version of the KIV-7M in February 2025 marked a significant milestone, enabling the retirement of legacy waivers and reinforcing secure communications across the North Warning System. The project has been extended by one year to accommodate the re-replacement of KIV-7Ms, ensuring compliance and continuity. This extension is fully funded and reflects a proactive approach to evolving cryptographic standards;
• Canadian Forces Electronic Warfare Support: This initiative remains strategically vital to enhancing operational readiness and resilience. While two FOC deliverables have experienced an 18-month delay due to contracting challenges, the project is being actively re-profiled to align with revised timelines and funding allocations. The re-profiling reflects a commitment to delivery despite procurement complexities, and positions the capability for sustained relevance in future operations; and
• Tactical Narrowband Satellite Communications — Geosynchronous surveillance (TNS-GEO): Work continues to progress despite delays in delivery of the External Networks Infrastructure, expected by September 2026, from the United States Government. Pending delivery, TNS-GEO is unable to proceed with FOC testing, validation, or delivering the remaining scope. The project is expected to achieve FOC in March 2027. This challenge is being actively managed, and the project remains strategically aligned with FY 2026-27 priorities, with minimal impact on approved financials and overall capability delivery. It will leverage and optimize additional time to further support the user and terminal segment.

Results we plan to achieve

Bolstered by the Prime Minister's announcement on increased defence procurement, 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 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 published the Defence Supply Chain Resilience Strategy which will enable defence supply chains to withstand, recover, and adapt to the challenges of the rapidly evolving global security environment and provide the Canadian Armed Forces with the right materiel, in the right condition, when and where needed, no matter the challenge. The department will establish a Defence Supply Chain Resilience Office to support a robust, redundant and responsive defence supply chain.

Results we plan to achieve

Canadian Armed Forces (CAF) bases and wings serve as critical infrastructure supporting CAF personnel and force generation. They also provide essential services to members of other components of the Defence Team. In addition to their operational role, bases contribute significantly to local economies—not only as major employers, but through the active engagement of the Department of National Defence (DND) in local non-profit and business organizations. CAF bases are central to military life across Canada and in deployed environments abroad.

In fiscal year (FY) 2026-27, DND/CAF will complete the following:

• Enhance naval base operations by analyzing and improving internal systems, processes, and working relationships to maximize organizational efficiencies wherever possible;
• Enable more efficient and effective procurement for the Royal Canadian Navy by implementing the execution of the increased delegated authorities to conduct complex procurement of goods and services up to $1 million instead of contracting through Public Services and Procurement Canada;
• Continue to advance warehouse modernization at Canadian Forces Base Esquimalt in alignment with the Warehousing Campaign Plan, refining requirements as new information becomes available, and optimizing storage space until the evolving fleet warehousing needs are clearly defined;
• Begin the centralization process under one functional support division responsible for all Canadian Division Support Groups as part of the Canadian Army (CA) Modernization efforts. The CA's 21 bases and training establishments are centres of military life across Canada. These bases not only support CA personnel and force generation, but also support 50,000 personnel from the Defence Team who are involved in operations or routine activities;
• Continue advancing the Northern Approaches Surveillance System through the implementation of the Arctic Over-the-Horizon Radar program and the Northern Wide-Area Tracking and Continuous Horizon (NORTHWATCH) surveillance program, which provide long-range surveillance of Canada's Arctic and polar regions and the approaches to North America. These programs are part of critical upgrades Canada is making to key North American Aerospace Defense Command capabilities to enhance the detection of activities in air and maritime approaches. NORTHWATCH has replaced the Polar Over-the-Horizon Radar program, reflecting broader options developed through ground and space-based sensors to meet surveillance requirements; and
• 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.

Results we plan to achieve

The Defence Team manages the largest and most complex real property (RP) portfolio in the federal government. As requirements rapidly evolve, particularly in support of new military capabilities, increased presence and operational capability in the Arctic and climate resilience, Defence is taking a more strategic and forward-looking approach to delivering on its real property initiatives by addressing the foundation.

While the Department continues to address the backlog of deferred maintenance and the challenges of aging infrastructure, recent funding announcements reflecting the government's increased focus on Defence investment will allow the Defence Team to accelerate critical infrastructure projects and modernize key facilities. This funding will also accelerate progress in other priority areas, including Northern Operational Support Hubs, housing, and infrastructure to support new capabilities.

Building on the foundation established under the Defence Real Property Portfolio Strategy, Defence will continue to evolve its approach to real property portfolio planning by aligning its infrastructure investments with emerging threats, operational and capability requirements. As part of the National Real Property Portfolio Plan (NRPPP), this long-term, risk-based framework is enabling the portfolio's ability to better support the Defence mandate, while addressing key challenges related to affordability and sustainability. The NRPPP aims to support:

• Mission continuity;
• Infrastructure initiatives that better support Canadian Armed Forces (CAF) capabilities;
• Investment decisions that better reflect institutional priorities; and
• Optimal utilization of the real property portfolio.

In addition, the Canadian Forces Housing Agency will continue to develop and implement a phased investment program focused on renewal, sustainment, and construction of new housing units to respond to the Department of National Defence (DND) housing requirements.

In fiscal year (FY) 2026-27, Defence will:

• Prioritize critical maintenance and renewal of essential infrastructure across Canada, including housing, runways, piers, armouries, and operational support facilities, driven by planned investments of over $6 billion across maintenance and repair, minor capital, demolition, and operations programs over the next three years;
• Advance Site Asset Management Plans for long-term infrastructure readiness;
• Advance programs of work in the areas of living accommodations, municipal works, and Range and Training Areas, to make sure they are standardized and forward-looking, and support operational readiness;
• Advance Northern and Arctic infrastructure commitments through enhanced strategic alignments. Defence will continue to deliver and sustain the Northern Operational Support Hubs in Iqaluit, Inuvik and Yellowknife, Northwest Territories, and assess future sites for suitability. The Hubs program is supported by a $2.67 billion, 20-year investment to strengthen the CAF operational capabilities and sustain year-round presence across the Arctic and Northern regions;
• Continue to implement a national sustainment program, through targeted investment in the existing DND residential housing portfolio; and
• Accelerate the acquisition of assets and land in high-priority areas of the Defence RP portfolio (e.g., housing, training) and accelerate the ability to meet CAF operational requirements.

The Defence Team recognizes that providing safe, affordable, and quality housing for CAF members and their families is critical to operational readiness and personnel well-being. In FY 2026-27, Defence will:

• Continue to prioritize sustainability in housing construction and renovation projects with a focus on net-zero emission-ready standards and energy efficiency;
• Continue the Residential Portfolio Capital Investment Plan (RPCIP) construction program (Phase 1) to increase the supply of DND residential housing units (RHU) through accelerated delivery, with the construction of over 800 units by FY 2029-30;
• Advance the RPCIP Construction Program (Phase 2) currently in development, in response to DND housing requirements, with pre-construction activities to start in FY 2026-27; and
• Supplement the supply of RHUs available to the CAF through innovative housing solutions beyond traditional construction, including partnerships, acquisitions, leasing, reserve residential units, and alternative financing mechanisms.

Defence will continue to deliver infrastructure projects under Our North, Strong and Free and leverage recent funding commitments to advance a wider range of initiatives aimed at renewing and modernizing infrastructure across Canada. These efforts will support operational readiness, improve both living and working conditions for CAF personnel, and enhance resilience to climate impacts.

In FY 2026-27, DND/CAF will:

• Continue construction of the new "A" Jetty at CFB Esquimalt, as part of Phase 3 of the A/B Jetty Recapitalization Project. With the "B" Jetty finalized and operational in FY 2025-26, focus will shift to replacing the aging "A" Jetty with a modern steel-and-concrete structure;
• Continue the construction of new facilities (98,111 m2) and recapitalization of existing facilities (7,214 m2) at the Canadian Special Operations Forces Command Dwyer Hill Training Centre in Ottawa, Ontario. This 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;
• Continue development and implementation of infrastructure upgrades to support the Strategic Tanker Transport Capability project, such as ongoing major construction at Canadian Forces Base (CFB) Trenton, which involves runway resurfacing, new hangars, training facilities, and fuel depots to accommodate up to seven CC-330 Husky aircraft;
• Continue the development and implementation of infrastructure upgrades to support the new F-35 fighter aircraft fleet, including the construction of the Quick Reaction Alert in Bagotville, Quebec, and the modernization of air weapons training infrastructure;
• Continue developing upgrades to the North American Aerospace Defense Command (NORAD) Forward Operating Locations at Inuvik, Yellowknife and Iqaluit, and at CFB Goose Bay. Upgrades include runway modifications, airfield improvement, hangars, ammunition compounds, warehousing, operations facilities, and life support infrastructure. These enhancements will support a more robust NORAD and CAF presence where required, with potential opportunities for community access and use of facilities where feasible;
• Commence construction at the Combatant Training and Integration Centre at CFB Halifax, which will feature administrative spaces, classrooms, and office space;
• Initiate design of combined Modernize Chemical and Biological Facilities and Neurobehavioral Blast Research Facility projects in Suffield, Alberta, which aim to deliver a state-of-the-art facility to support ongoing and future research activities, strengthen the CAF's ability to respond to chemical and biological threats, and improve blast protection and treatment for personnel;
• Begin demolition of the Halifax Heating and Municipal Service Upgrade at CFB Halifax's Dockyard and Stadacona. The project, set for completion in 2030, will modernize the aged heating and power systems, improve efficiency, and reduce environmental impact;
• Nelles Block Replacement Update: The Minister of National Defence has approved funding for a new purpose-built facility at CFB Esquimalt, which will replace the 74-year-old Nelles Block as the primary training accommodations and galleys for junior non-commissioned members (NCM). The new facility, scheduled to be operational by the end of 2030, will be designed to Green Globes standard, improving resource efficiency and reduced environmental impacts while greatly improving living conditions for NCMs. Two Green Globes indicates a "Sound" level of achievement in environmental sustainability, representing a score of 35% to 54% in the Green Globes certification system. This certification from the Green Building Initiative (you are now leaving the Government of Canada website) evaluates factors such as energy efficiency, water conservation, and occupant health and wellness. To support business continuity during construction, a transitional facility will be completed by late 2026, with phased occupancy continuing through 2027. This solution will enable renovations to other aging infrastructure across the base; and
• Identify, plan, and fund infrastructure requirements to bring the new River-class destroyers into service and support them throughout their lifecycle, including the construction of a Land-Based Test Facility at Hartlen Point, Nova Scotia.

To foster trust and secure interoperability with allies, and to support the CAF Digital Campaign Plan, the Departmental Cyber Security Program will continue to enhance its data-centric and cloud security capabilities. Efforts will focus on strengthening security foundations by establishing continuous Authority to Operate, embedding Compliance Engineering practices into system design and operations, and advancing the adoption of a Zero Trust Security model. Additionally, the department is advancing supply chain cybersecurity by establishing a dedicated inspection team under the Canadian Program for Cyber Security Certification, in close collaboration with Public Services and Procurement Canada. This initiative will strengthen oversight, enhance assurance, and safeguard the integrity of critical supply chains, ensuring they remain resilient and secure against emerging and evolving cyber threats.

The department will work in close collaboration with Shared Services Canada (SSC) to enhance the Service Delivery Model and strengthen partnerships in support of Information and Communications Technology (ICT) modernization. Key initiatives include:

• Refining and advancing the Departmental Plan for Service and Digital;
• Accelerating Wi-Fi deployment across DND/CAF;
• Improving service delivery to better enable operational effectiveness; and
• Partnering with SSC to advance the ICT modernization work packages and streamline the intake process.

These efforts aim to clarify departmental service demand, consumption, and costing; empowering DND/CAF to proactively secure SSC services and more effectively support Government of Canada transformation initiatives.

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

Results we plan to achieve

The Department of National Defence (DND) continues to operationalize the Defence Climate and Sustainability Strategy 2023-2027, advancing the department's environmental management and climate action. These efforts enable the Government of Canada's Greening Government Strategy, contribute to the Federal Sustainable Development Strategy, and support the United Nations Sustainable Development Goals by reducing environmental impacts, strengthening resilience, and preparing the Canadian Armed Forces for the defence and security implications of climate change.

In fiscal year (FY) 2026-27, Defence will advance sustainability goals through the following key initiatives:

• Advance clean electricity procurement through Public Services and Procurement Canada-led initiatives, including Power Purchase Agreements and Renewable Energy Certificates, to sustain the federal commitment to 100% clean electricity for federally owned facilities and support additional new clean power on provincial grids;
• Leverage Energy Performance Contracts to improve energy efficiency and reduce energy consumption through targeted conservation initiatives, modernization of central heating plants, and the integration of smart building technologies;
• Advance environmental management and climate action across the Defence portfolio by implementing Greening Government Strategy commitments for real property, fleets, climate resiliency and procurement, such as net-zero or net-zero-ready construction and retrofits, accelerating zero-emission vehicle uptake and progress towards net-zero supply chains;
• Reduce environmental and human-health risks by assessing and remediating contaminated sites under Phase V of the Federal Contaminated Sites Action Plan (2025-2030) and the DND Contaminated Sites Program; and
• The Royal Canadian Navy will reduce annual greenhouse gas emissions by constructing a ground-mounted solar photovoltaic system at 12 Wing Shearwater to help power the Wing's facilities and operations. Once complete, the solar array is expected to generate nearly one million kilowatt-hours of clean energy each year for the base, offsetting the use of commercial energy purchased from the utility grid.

The Canadian Army (CA) will implement its environmental program and the requirements of the Canadian Army Environmental Policy. Activities are conducted in an environmentally responsible manner. Key initiatives include:

• Implement the Army Environmental Program expected outputs for FY 2026-27;
• Integrate environmental considerations into the Capability Development Process;
• Require that all CA units have an appointed and trained Unit Environment Officer;
• Conduct Environmental Management System audits;
• Conduct environmental inspections of CA activities; and
• Confirm that the environmental content of Range Standing Orders meets the standard content published in Annex B of the Canadian Army Environmental Directive 50-01.

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 Royal Canadian Air Force (RCAF) virtual training through increased simulator capability.

DND/CAF will also:

• Provide input into Sustainable Aviation Fuels (SAF) research initiatives (e.g., SAF blend percentage, SAF tailpipe emissions) that may be funded through the Low-Carbon Fuel Procurement Program, Greening Government Fund, or directly from the RCAF 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 Mitigation Working Group, facilitate liaison with and support to the Climate Change and Security Centre of Excellence.

Results we plan to achieve

The Canadian Coast Guard (CCG) is advancing a comprehensive modernization of Canada's marine navigation services to enhance maritime safety, environmental protection, and operational awareness through collaboration with key federal, Indigenous, and industry partners. Building on international standards and lessons learned through real-world trials, the CCG is transitioning to digital, real-time, and integrated navigation services that strengthen mariners' ability to safely operate across Canada's vast and diverse waterways. These efforts will improve accuracy, reduce navigational risks, and reinforce Canada's maritime domain awareness, contributing to Canada's national and Arctic maritime security and sovereignty.

In fiscal year 2026-27, the CCG will:

• Advance the e-Navigation Roadmap by applying lessons from St. Lawrence S-100 sea trials and expanding digital products and data available through the e-Navigation portal to improve real-time decision-making for mariners;
• Enhance interoperability and data-sharing by working with the Canadian Hydrographic Service, Transport Canada, Environment and Climate Change Canada, and the Canadian Ice Service to advance initiatives that will one day provide near real-time weather, hydrographic, and ice information directly to vessels;
• Assess navigation data challenges in the Arctic to inform the long-term implementation of the S-100s and e-Navigation products and services in the Arctic; and
• Advance digital capital projects that automate reporting and monitoring processes, improving the integration of internal systems and enabling a comprehensive, real-time view of marine traffic across Canada's maritime domain.

Through these initiatives, the CCG will strengthen marine safety, improve situational awareness, and safeguard Canada's waterways, navigable, and sustainable for all mariners.

Results we plan to achieve

As commercial shipping expands, climate change accelerates, and maritime activity intensifies in the Arctic, the need for safe navigation has never been greater. The Canadian Coast Guard (CCG) is advancing the modernization of its marine navigation services to promote safe, sustainable, and economically resilient waterways. These efforts support Canada's maritime economy by enhancing trade efficiency, strengthening supply chain reliability, and enabling vessels to navigate with confidence in all regions, including the North.

The modernization of the CCG's marine navigation services will enhance efficiencies across the maritime sector by:

• Enabling vessels to plan more efficient, cost-effective, and low-emission routes;
• Streamlining reporting and compliance requirements to reduce administrative burden on mariners; and
• Utilizing near-real-time marine and environmental data to support critical route planning and decision-making.

As new digital products and services are developed, they will be published on the e-Navigation portal, ensuring broad access to accurate, up-to-date information. The future implementation of the S-100 international navigation standards will further strengthen Canada's competitiveness in global shipping, improve navigational safety, and support environmentally responsible maritime operations.

These modernization efforts are essential to maintaining Canada's position as a global maritime leader, keeping its waters safe, navigable, and economically productive amid growing demands and environmental change.

Results we plan to achieve

The Canadian Coast Guard (CCG) remains committed to advancing reconciliation and supporting Indigenous self-determination through meaningful partnerships that enhance marine safety and strengthen Canada's maritime system. These efforts will be undertaken in alignment with Crown obligations and commitments under the United Nations Declaration on the Rights of Indigenous Peoples Act and the Inuit Nunangat Policy, historic and modern treaties, and the duty to consult and accommodate.

In fiscal year 2026-27, the CCG will expand collaboration with First Nations, Inuit, and Métis partners to increase participation in the development, delivery, and modernization of marine navigation programs. These partnerships will help shape safer, more resilient waterways by meaningfully incorporating Indigenous knowledge, advancing capability development, and improving service delivery across coastal and northern communities.

In the Arctic, the CCG will continue working with Indigenous governments, organizations, and communities to strengthen its regional presence and design programs that meet the unique needs of the North. This includes expanding on-water safety, security, science, sovereignty, and environmental protection initiatives that reflect local priorities and the evolving northern operating environment.

Results we plan to achieve

Canada will continue to strengthen its ability to manage marine risks, respond effectively to on-water incidents and emergencies, protect ecosystems, and build enduring partnerships with Indigenous and coastal communities. The Canadian Coast Guard (CCG) will continue to lead initiatives through fiscal year 2026-27. This work will reinforce Canada's commitment to safe, sustainable, and inclusive marine stewardship.

To advance these goals, the CCG will continue implementing a range of strategic measures such as:

• Increasing the number of trained and resourced responders for marine search and rescue incidents;
• Expanding emergency preparedness and response capabilities to address a broader range of marine pollution incidents, in addition to oil spills, including hazardous and noxious substances;
• Advancing integrated frameworks and area response plans that engage multiple jurisdictions, partners, and scientific data, while promoting Indigenous knowledge where possible to support coordinated responses to marine pollution threats;
• Implementing enforcement authorities under the Canada Shipping Act, 2001 and the Wrecked, Abandoned or Hazardous Vessels Act through the Monitoring and Compliance program and implementing the polluter pay principle; and
• Assessing, remediating, or removing wrecked, abandoned, or hazardous vessels and wrecks in alignment with the Comprehensive Strategy to Address Vessels of Concern.

As Canada focuses on economic resilience and diversification, national security and defence, climate competitiveness and clean growth, and nation-building infrastructure projects, the CCG's operational capabilities to respond to on-water incidents are essential to delivering on these federal priorities.

Results we plan to achieve

The Canadian Coast Guard (CCG) fleet provides essential maritime services to Canadians. However, CCG's aging ships are becoming more costly to maintain and are more frequently taken out of operation for unscheduled repairs, placing further strain on the remaining vessels in operation. The CCG is in the process of renewing its fleet, with work progressing steadily under the National Shipbuilding Strategy. The new fleet will be comprised, when feasible, of multi-mission vessels designed for maximum operational flexibility and equipped with the newest marine technology. Throughout fiscal year 2026-27, the CCG plans to achieve several fleet renewal milestones such as:

• Enabling commerce for the Atlantic East coast up to the Great Lakes during the southern icebreaking season, with the assistance of the Program Icebreakers and providing Arctic icebreaking support during the summer and shoulder seasons. They will also support Canada’s maritime domain awareness and potential future missions related to the CCG’s enhanced maritime security. The CCG will advance work on pre-construction activities with Chantier Davie shipbuilding in Quebec;
• Advancing the "invitation to qualify" process for the Mid-Shore Multi-Mission vessels project and awarding the design contract. Once built, the Mid-Shore Multi-Mission vessels will enable important ecosystem and marine science, hydrography, aids to navigation, and search and rescue functions across Canada, and assist with flood control, shallow harbour breakouts, and maritime security functions;
• Awarding the build contract for the first flight of six Multi-Purpose Icebreakers to Vancouver Shipyards. These ships will provide critical icebreaking services in southern waters during the winter and spring, and will also be capable of operating in the Arctic during the summer months;
• Advancing construction of the Polar Icebreaker at Vancouver Shipyards with the achievement of the keel laying milestone, and continuing progress on the second Polar Icebreaker—known as Polar Max—at Chantier Davie shipbuilding. These vessels are designed to maintain a year-round presence in northern waters, with the capability to break ice in the high Arctic and support vital ocean science missions;
• Awarding the build contract for the construction of four new air-cushion vehicles, which are important assets that primarily support aids to navigation, icebreaking, and search and rescue missions;
• Delivering two Arctic and Offshore Patrol Ships to support international fisheries surveillance, offshore search and rescue, icebreaking, scientific research, humanitarian assistance missions, and aids to navigation. The Canadian Coast Guard Ship (CCGS) Donjek is expected to be delivered in 2026, followed by the CCGS Sermilik in 2027; and
• Advancing construction of the Near Shore Fisheries Research Vessel (NSFRV) with delivery expected in the fall of 2027. The NSFRV will be CCG's first diesel-electric hybrid vessel with a battery energy storage system, built to support sustainable fisheries and reduce emissions with cleaner, battery-powered technology.

To keep essential services operating until new vessels are delivered, CCG has implemented interim measures, such as acquiring four commercial icebreakers and ongoing life extensions for existing vessels. Vessel life extension work will involve several ships such as the CCGS Griffon, the CCGS Pierre Radisson and the CCGS Terry Fox, as well as high-and-medium-endurance multi-task vessels.

Investments under the National Shipbuilding Strategy are complemented by the Fleet Sustainability Initiative, which enables CCG's personnel and infrastructure to efficiently operate the new fleet. This initiative guides the long-term planning in critical areas such as recruitment, training, lifecycle management, and the modernization of wharves.

Results we plan to achieve

The Canadian Coast Guard (CCG) leads efforts across its core mandates to deliver programs and services that uphold Indigenous rights, reflect community priorities, and meaningfully incorporate Indigenous knowledge — in a manner that is guided by reconciliation principles, national frameworks, and legal obligations. Recognizing that Indigenous communities are often the first responders to marine incidents in remote areas, the CCG is implementing a range of strategic initiatives to enhance the role of Indigenous partners and improve outcomes for Canada's marine safety system. These include:

• Supporting the development of community-based marine emergency response capacity through the Indigenous Community Boat Volunteer Program, which provides funding to communities to buy boats and safety equipment that is required to participate in the Canadian Coast Guard Auxiliary;
• Creating meaningful opportunities for Indigenous Peoples to participate in decision-making and contribute to marine safety systems, including search and rescue, spill response, environmental monitoring, and hazardous vessel mitigation;
• Expanding training and exercise opportunities through the Indigenous Community Response Training Program and the Indigenous Search and Rescue Training and Exercising Program;
• Working with Indigenous communities to develop a national framework for sustainable marine response via the Coastal Marine Response Teams initiative;
• Advancing Integrated Marine Response Plans with Indigenous and federal partners to improve coordinated response capabilities while protecting biodiversity, food security, and the health of Canada's fisheries;
• Supporting Pacific North Coast First Nations' participation in the Northern Shelf Bioregion Marine Incident Preparedness, Response, and Recovery Framework by developing tailored operational procedures and training tools that enable effective engagement in this collaborative initiative;
• Advancing Canada's Oceans Protection Plan by participating in a pilot project with the Heiltsuk Marine Emergency Response Team to enhance marine safety on the Central Coast of British Columbia;
• Continuing engagement with Indigenous communities to develop a framework for addressing hazardous vessels and identifying pilot initiatives under the Marine Environmental and Hazards Response program;
• Developing and implementing the Communication Portal for Integrated Incident Response for both CCG and Indigenous communities — a shared effort to strengthen maritime preparedness, enhance response coordination, and improve safety for all; and
• Enhancing tools, equipment, and digital infrastructure to support effective incident management and coordination with Indigenous and federal partners.