Results at a glance

In fiscal year (FY) 2021-22, DND/CAF carried out their mandate to achieve results related to six core responsibilities:

• Operations;
• Ready Forces;
• Defence Team;
• Future Force Design;
• Procurement of Capabilities; and
• Sustainable Bases, Information Technology Systems and Infrastructure.

More information on the Core Responsibilities can be seen in the Supporting information on the Program Inventory section of this report.

Canada’s vision for Defence – Strong at home, Secure in North America, Engaged in the world

The department continued to implement Strong, Secure, Engaged: Canada’s Defence Policy strengthening its internal management processes to support over 100 initiatives. In addition, business analytics tools were improved to enable better oversight and further support the implementation of the Strong, Secure, Engaged initiatives.

DND/CAF Strategic Context

DND/CAF are operating in an evolving and challenging era for the international security environment. While Strong, Secure, Engaged identified the inherent threat of the re-emergence of major power competition, the unprovoked and illegal invasion of Ukraine by Russia has reinforced that Canada and our allies cannot rely on deterrence alone. We must be prepared to defend the rules based international order, as well as globally accepted principles of lawful military conduct and humanitarian principles. CAF operations throughout FY 2021-22 reinforced our commitments to enduring international peace and security. Alongside partners and allies, we strengthened bilateral and multinational security and stability frameworks, primarily through our commitments to North Atlantic Treaty Organization (NATO) under Operation REASSURANCE. International events also forced a reassessment and evolution of DND/CAF’s approach to building partner capacity. We established new authorities and programs under Operation UNIFIER to deliver lethal and non-lethal military aid to the Security Forces of Ukraine to support their defence of Ukraine’s sovereignty and territory. DND/CAF also responded to security challenges presented by non-state actors, continuing our cooperation with allies and like-minded partners to counter Daesh and build security force capacity in the Middle East under Operation IMPACT, as well as evacuate Afghan partners and civilians following the collapse of the Islamic Republic of Afghanistan through Operation AEGIS.

Alongside threats to the rules based international order, climate change and global health events have also threatened the stability and economic prosperity of Canada and its global partners. Throughout FY 2021-22, DND/CAF fulfilled its mandate to support Canadians at home, as a key component of the Government of Canada’s response to COVID-19 through Operations LASER and VECTOR, and by assisting provincial and territorial governments to respond to floods, fires, and other destructive climate events through Operation LENTUS.

As always, the success of DND and the CAF is built upon the professionalism, skill, and dedication of all members of the Defence Team. While acknowledging our successes and achievements, what has also become clear is the requirement to reform harmful aspects of our military culture to ensure enduring success on operations at home and abroad. Efforts are underway to reform our military justice system, address power dynamics, acknowledge the harm caused by historical sexual misconduct in the CAF, and take measures to eliminate such harm in the future. 

The COVID-19 pandemic and the public health restrictions that were issued in response have had real implications on the recruitment and training of military members, exacerbating broader trends of declining retention across the CAF.  In FY 2021-22, the CAF’s Regular Force and Primary Reserve was short over 10 000 members, particularly in key middle leadership ranks for both officers and non-commissioned members. To that end, the department has begun planning for reconstitution efforts, and will be releasing a Retention Strategy during 2022. These will: seek to modernize the recruitment of new CAF members; optimize the retention of experienced personnel; and focus activities and outputs to ensure that the department continues to deliver on its six core responsibilities.

It has become increasingly clear that CAF readiness is suffering on multiple fronts. The foundational pillars to readiness, Personnel, Training, Equipment and Sustainment activities, are all facing significant challenges that will need to be addressed in order to ensure the CAF can remain ready to fulfil its mandate.

Anticipate, Adapt, Act

While facing the challenges affecting its readiness, the CAF continued to fulfill core missions: detecting, deterring, and defending against threats to Canada and North America; providing assistance to civil authorities/law enforcement in support of national security; assisting and in some cases leading NATO forces, coalitions and United Nations peace operations; contributing to global stability and security. It also engaged in capacity-building; responded to domestic and international disasters; and conducted search and rescue (SAR) operations.

Key operations for FY 2021-22 include:

Strong at Home

Search and Rescue (SAR): Provided aeronautical SAR, and assisted with ground SAR efforts with the support of Canadian Rangers.

Operation LASER: Supported numerous requests for assistance to help mitigate the impact of the COVID-19 pandemic on Canada and Canadians by deploying almost 400 members. The CAF provided support to provincial health care, and to northern, remote, and isolated communities by sending in Canadian Rangers, medical teams and general duty troops.

Operation VECTOR: Deployed more than 700 CAF members throughout Canada, principally supporting the COVID-19 vaccination campaign in support of federal, provincial, and territorial governments.

Operation LENTUS: Supported Canadian civil authorities in several provinces and territories to mitigate the effects of natural disasters. The CAF deployed approximately 1400 personnel to assist Canadians in crisis.

Operation LIMPID: Worked with several partners to ensure year-round surveillance and presence in Canada's territories and improved approaches for all domain situational awareness of the maritime, air, terrestrial, space, and cyber domains.

Operation NANOOK: Conducted an inter-agency simulated incident response in Nunavut and the eastern entrance to the Northwest Passage, which included the first Northwest Passage transit by Her Majesty’s Canadian Ship (HMCS) Harry DeWolf.

Arctic military exercises: Participated in the United States-led Exercise ARCTIC EDGE, as well as Norway’s Exercise COLD RESPONSE, in support of the Canadian government’s priorities for the Arctic.

These activities increase interoperability with allies, partners, other militaries, and multinational institutions. Further, it demonstrates our presence in the North by synchronizing and collaborating with other government departments, agencies, territorial and Indigenous governments, and local organizations.

Secure in North America

Engagements with provinces, territories and Indigenous governments and organizations, including the national Inuit organization, Inuit Tapiriit Kanatami, informed the development of options to enhance Continental Defence. The department advanced continental defence and North American Aerospace Defence Command (NORAD) modernization efforts, and set the foundation for building trust with Indigenous partners through transparency and strong relationships. This was underscored by the invitation for the Department of National Defence (DND) to join the Inuit Crown Partnership Committee in spring 2022.

NORAD: Executed aerospace and maritime warning and aerospace control activities to protect and respond against threats to Canada and the United States through NORAD.

Operation NOBLE EAGLE: Throughout FY 2021-22, NORAD supported Canadian and United States government departments, agencies, and partners to defend the airspace of Canada and the United States from airborne threats. In collaboration with DND/CAF allies and civilian partners, including the Royal Canadian Mounted Police (RCMP) and Transport Canada, the CAF remained prepared to respond to all forms of aerial threats to Canada and the United States.

Operation CARIBBE: Supported the United States-led efforts to counter the flow of illegal narcotics into North America by interdicting drug trafficking activities in the Caribbean and Central America. CAF contributions included five Maritime Coastal Defence Vessel deployments, the deployment of a CP-140 aircraft, one Arctic and Offshore Patrol Vessel and a ground base radar. CAF assets and personnel directly contributed to the seizure or disruption of approximately 14 820 kilograms (32 670 pounds) of cocaine.

Engaged in the World

Operation IMPACT:  Deployed approximately 350 CAF members to support the United States-led efforts to counter Daesh and undertake capacity-building activities in Iraq, Jordan and Lebanon. The CAF trained 734 members of the Lebanese Armed Forces and 110 members of the Royal Jordanian Armed Forces on a range of activities.

Operation ARTEMIS: Promoted security and stability in Middle Eastern and East African waters. The CAF led the Combined Maritime Force’s Combined Task Force 150 disrupting terrorist group efforts to generate funds through smuggling.

Operation NEON: Collected evidence of 34 illicit ship-to-ship fuel transfers to North Korean vessels in support of United Nations Security Council sanctions imposed against North Korea.

Operation PRESENCE:  Supported the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA) with seven personnel who serve as Military Staff Officers within Headquarters MINUSMA or translators with a United Kingdom Long Range Reconnaissance Group.

Operation REASSURANCE: Supported NATO assurance and deterrence measures by: leading NATO’s multinational enhanced Forward Presence Battle Group in Latvia; contributing vessels with embarked helicopters to Standing NATO Maritime Groups on an ongoing basis; and supporting NATO enhanced air policing in Romania. With the illegal invasion of Ukraine, Canada acted swiftly and decisively to deploy assets to support our allies.

Operation UNIFIER: Although DND/CAF efforts to train the Security Forces of Ukraine were suspended as a result of Russia’s illegal invasion of Ukraine, support continued. This included participation in NATO cyber and information activities as well as the transportation of approximately 2 790 000 pounds (1 265 522 kilograms) of lethal and non-lethal aid provided by Canada and its NATO Allies on 45 CC-130 Hercules aircraft flights, 10 CC-177 Globemaster aircraft flights, and five chartered flights.

Operation AEGIS: Contributed to the Government of Canada’s effort to evacuate Afghans with a significant and/or enduring relationship with the Government of Canada, along with their accompanying family members. Through Operation AEGIS, DND/CAF supported Immigration, Refugees and Citizenship Canada and Global Affairs Canada by providing strategic airlift capabilities to assist in evacuation.

Operation GLOBE: From May to June 2021, Global Affairs Canada requested assistance from DND/CAF to support the Government of Canada’s provision of medical supplies to Nepal, Pakistan and India in response to the recent outbreak of the COVID-19 pandemic in the South Asian region.

Operation PROJECTION: Deployed frigates, with their embarked helicopters, on two separate occasions to the South China Sea region for a total of 19 weeks for numerous bilateral engagements with regional partners, including Association of Southeast Asian Nations member nations. Deployed two Maritime Coastal Defence vessels and 88 personnel to the Gulf of Guinea for eight weeks to support regional maritime capacity-building efforts.

More information on current operations can be found here: Current military operations.

Well-supported, diverse, resilient people and families

While the COVID-19 pandemic impacted many activities across the department, implementation of Strong, Secure, Engaged continued. Military and civilian personnel are the core of the defence policy as they are our most important resource. Despite facing critical military personnel shortages, a well-organized, well-trained, healthy and motivated workforce enables us to deliver on Strong, Secure, Engaged initiatives. During FY 2021-22, the Defence Team achieved the following:

• Implemented employment equity and diversity and inclusion action plans aimed at increasing workforce representation and creating more inclusive work environments. Employment equity was noted as an organizational need and a diverse selection board inventory was established;
• Expanded our in-house Second Language Training and Evaluation Program to support a bilingual environment. Twenty-four teachers and three assessors were hired;
• Further integrated the Gender-based Analysis Plus (GBA Plus) as an important step in the decision-making process for civilian public service workforce policies, programs, and services. Included GBA Plus longitudinal analysis and analytical approaches as part of workforce reporting and tracking. These were important actions to ensure unintentional barriers or biases were identified and that the impacts on our diverse and varied workforce were considered when policies and programs were developed or updated;
• Received recommendations from the Minister of National Defence’s Advisory Panel on Systemic Racism and Discrimination. This independent panel provided its final report to the Minister. The Final Report provides recommendations to the Minister on how, as an institution, DND/CAF can eliminate racist and discriminatory behaviours, and create a more equitable and inclusive workplace;
• Developed a workplace harassment and violence prevention program and implemented the policies and procedures set out in Bill C-65. The Defence Team provided services that supported the implementation of Bill C-65 for both DND and CAF members such as: training on Workplace Harassment and Violence Prevention (WHVP) with the focus on ensuring that new employees complete the training within the first three months of employment, the development of an interim policy on work place harassment and violence prevention, streamlined the formal recourse for response, and provided support through programs such as the Employee Assistance Program, and improved reporting and monitoring;
• Established a Designated Recipient Team to receive workplace violence or harassment Notices of Occurrence for public service employees who do not feel comfortable going to their immediate supervisor or manager;
• Developed a new Workplace Harassment and Violence Prevention Regulations webpage, which is available to all Public Service employees. This site includes the interim policy, toolkits, videos, and infographics for employees, supervisors, and managers;
• Released the Defence Team Total Health and Wellness Strategy in March 2022 to support DND/CAF’s commitment to caring for its people and military families; and
• Furthered the development of the Seamless Canada Steering Committee, as a permanent intergovernmental body, supporting and addressing military family mobility challenges, such as dependant education and childcare, dependant healthcare, and spousal employment.

DND/CAF Response to Sexual Misconduct

In March 2021, Operation HONOUR culminated. The department began a new Defence Team-wide approach to addressing all forms of systemic misconduct, including sexual misconduct. Lessons learned were collected and will be incorporated into the forthcoming Defence Culture Change Strategy. Existing sexual misconduct resources were updated to reflect the department’s new approach to preventing and addressing sexual misconduct.

In April 2021, Chief Professional Conduct and Culture (CPCC) was established to unify, inform, and coordinate culture change efforts across the institution. Since its creation, CPCC has worked to define the culture change problem space and shape solutions that are informed by the lived experience of Defence Team members. In the fall of 2021, CPCC launched the Defence Team Conduct and Culture Consultation. Between October 2021 and March 2022, more than 250 diverse consultation sessions were held with members across the Defence Team, attracting nearly 9000 participants.

Also in April 2021, the department announced that former Supreme Court Justice Arbour would lead an Independent External Comprehensive Review into Sexual Misconduct and Sexual Harassment in the Department of National Defence and the Canadian Armed Forces. The review, which was underway throughout FY 2021-22 examined our institutional policies, practices, procedures, and culture. In January 2022, the External Comprehensive Reviews Implementation Committee was created to coordinate the complex work needed to implement the recommendations of external reviews. The External Comprehensive Reviews Implementation Committee will oversee coordination of the implementation of the Advisory Panel on Systemic Racism and Discrimination report, the Third Independent Review of the National Defence Act by former Justice Fish, and the final report from the Independent External Comprehensive Review by former Justice Arbour.

Other progress related to addressing culture change and preventing sexual misconduct include the following:

• Published an Initiating Directive in September 2021, to incorporate the measurement and evaluation of inclusive behaviours within existing Defence Team personnel performance and management frameworks;
• Integrated inclusive behaviours in the performance-management processes and evaluations for all military members and public service employees at DND, adding value on the leadership attributes that foster inclusive and psychologically safe work environments;
• Launched the Leadership Support Team to support the identification of climate/culture challenges within the workplace and offer a spectrum of tools and support aimed at affecting the changes required to create psychologically safe, collaborative, and inclusive work environments; and
• Launched the Conduct and culture change progress tracker, and conducted regular stakeholder briefings to share information and improve transparency.

Sexual Misconduct Response Centre

The Sexual Misconduct Support Centre (SMRC) operates outside and independently from the CAF chain of command within DND and reports directly to the Deputy Minister. The SMRC led several projects during FY 2021-22 including the following:

• The Restorative Engagement Program was launched in November 2021. The program will remain in place until all eligible class members of the CAF-DND Sexual Misconduct Class Action Settlement have had the opportunity to participate;
• The Survivor Support Consultation Group: Summary Report 2021 was provided by the SMRC, on behalf of the Survivor Support Consultation Group, to the DND/CAF in October 2021. The DND/CAF subsequently publicly released the report, along with the CAF/DND’s response, in December 2021;
• In collaboration with Veterans Affairs Canada, work was initiated on a Military Sexual Trauma Peer Support Program. This initiative will fill a critical gap in support of current and former CAF members. In the fall 2021, individuals affected by military sexual misconduct provided insight and ideas for the program. These were summarized in the Military Sexual Trauma Peer Support Program: What We Heard Consultation Report. Virtual and in-person peer support options are being trialed;
• The development of a mobile application was initiated, which will serve as a hub for accessing support services and resources;
• The regional expansion of the Response and Support Coordination Program was initiated in the spring of 2021. At the end of FY 2021-22, two regional teams were staffed and operational in the Québec and National Capital regions;
• Access to the 24/7 confidential phone line and the Response and Support Coordination Program were expanded to include both DND public service employees and former CAF members;
• A trial program providing free independent legal advice for survivors of sexual misconduct within DND/CAF was initiated. This initiative will enable survivors to make informed choices; and
• New research studies, based on prevention research were initiated. These studies will provide a better understanding of sexual misconduct in the CAF and will be used to inform future prevention strategies and/or recommendations.

Gender-based analysis plus (GBA Plus)

The Defence Team continued to institutionalize GBA Plus in the analysis of its systems, policies, and processes with affected stakeholders. In addition, there is a continued focus on advancing the global Women, Peace and Security agenda through Canada’s National Action Plan on Women, Peace and Security 2017-2022 and the related DND/CAF Implementation Plan. Concurrently, the department remains a committed partner, working with the Women, Peace and Security Ambassador, GAC and other federal departments in the development of Canada’s next National Action Plan on Women, Peace and Security. In the operational domain, the CAF made significant strides to incorporate gender perspectives into defence planning for throughout all operational phases.

Defence Procurement

The implementation of Strong, Secure, Engaged continues to streamline defence procurement, improves timely acquisition of military capabilities while providing value for Canadians and Canada’s economy. Continued investment in defence and procurement of modern capabilities are core enablers of Canada’s military in the years to come, and a key contributor to Canada’s economic recovery from the impacts of the COVID-19 pandemic.

Continued investment in defence and procurement of modern capabilities are core enablers of Canada’s military in the years to come, and a key contributor to Canada’s economic recovery from the impacts of the COVID-19 pandemic.

The Government of Canada strives to provide the CAF with the modern capabilities they need to succeed in a complex, and constantly evolving world. The CAF must be ready and able to deliver across a spectrum of operations — from domestic humanitarian assistance and disaster response to counter- terrorism and combat operations.

Strong, Secure, Engaged makes provision for the funding of major equipment projects. Key projects for FY 2021-22 included the following:

• Manned airborne intelligence, surveillance, and reconnaissance: The in-service support contract was awarded to Team CERTAS, a joint venture between General Dynamics Mission Systems – Canada, Ottawa, Ontario, and Voyageur Aviation Corporation, North Bay, Ontario, in May 2021. Construction on the hangar at 8 Wing Trenton, Ontario, started in April 2021. The manned airborne intelligence, surveillance, and reconnaissance project continues to progress on aircraft integration;
• Canadian Surface Combatant: The project continued to progress, with preliminary design review initiated in December 2021. In August 2021, the project established a large Foreign Military Sales business case contract with the United States Government for the acquisition of the AEGIS Weapon System and associated design and integration support. In September 2021, a contract was awarded to PCL Construction, of Dartmouth, Nova Scotia, to commence design and planning work for a Land Based Test Facility that will be built at Hartlen Point, Nova Scotia, to support Canadian Surface Combatant project delivery;
• Arctic and Offshore Patrol Ship: Canada has accepted two of six planned ships and three more ships are under construction. The future HMCS Margaret Brooke was accepted in July 2021. The future HMCS Max Bernays was launched in October 2021;
• Joint Support Ship: Construction of the first Joint Support Ship continued amidst the challenges related to the COVID-19 pandemic with 88 of its 123 blocks being structurally completed. The final design review occurred in July 2021. The first of four associated sea-to-shore connector systems was delivered in March 2022;
• Fixed-wing Search and Rescue Aircraft Replacement Project: The project completed a re-baseline of its schedule that accounted for realized risk and unforeseen technical issues. The project accepted the final training device (for a total of seven) in British Columbia, accepted four additional Kingfisher aircraft (for a total of nine) in Spain, and delivered three additional Kingfisher aircraft (for a total of four) to Comox, British Columbia;
• Future Fighter Capability Project: Evaluation of the proposals received was completed and in March 2022, the Government of Canada announced that it will enter into the final phase of the procurement process with the top-ranked bidder, the United States government and Lockheed Martin, for the F-35 fighter jet. Infrastructure work at Cold Lake, Alberta and Bagotville, Québec continued to progress;
• Remotely Piloted Aircraft System: The project’s request for proposal was issued in February 2022 to the two qualified suppliers, and the project is currently in the definition phase;
• Strategic Tanker Transport Capability: The project team worked closely with the single qualified supplier to progress the development of the statement of work and requirement specification. Additionally, the information management/information technology and infrastructure requirements to support the project were developed;
• Logistics Vehicle Modernization: The project completed a series of reviews with the five qualified suppliers, and the final request for proposal was released in December 2021;
• Armoured Combat Support Vehicle: The project completed the design and initiated production of the first three vehicle variants: Troop Cargo Vehicle, Ambulance, and Command Post. The preliminary design review of the fourth variant, Electronic Warfare, was completed;
• CP-140 Aurora Incremental Modernization Project: The project achieved the following: installation of the Block IV design on six of 14 CP-140 Aurora aircraft; the completion of the first phase of the proof of compliance flight test; and the completion of the first phase of the operational test and evaluation;
• Interim Fighter Capability Project: The project completed the transportation and acceptance of the remaining aircraft, accepted delivery of all spare parts, brought the total number of aircraft released to the Royal Canadian Air Force for operations to eight, completed hangar design, and commenced renovation of the leased facility in Ottawa, Ontario;
• CF-18 Hornet Extension Project: The project established a detachment to support flight testing, awarded the Sniper Pod enhancement contract, received initial deliveries of radios and wiring kits for the new radar to commence aircraft prototyping, and commenced flight testing for the initial build of the aircraft software;
• CH-148 Cyclone Project: The project accepted three Block 2 Cyclones, achieved the first capability release 2.1 helicopter converted by Royal Canadian Air Force technicians, and completed the site acceptance tests of the first flight and mission simulators, including upper maintenance trainers; and
• Victoria Class Modernization: Five of ten minor capital projects entered the Implementation Phase. Additionally, the Periscope Modernization Sustainment Business Case Analysis Phase 1 report was completed and a request for information was released for the Flank Array Modernization Project.

For additional information on key equipment projects, visit the Department of National Defence and the Canadian Armed Forces’ Current Projects webpage.

Defence Innovation and Business Transformation

Innovation efforts continued to achieve the desired end-state of a digitally-enhanced organization with departmental highlights for FY 2021-22 to include the following:

• Modernized the Enterprise Resource Management systems to support the department’s transition to evidence-based decision-making, transforming and migrating financial and materiel systems of record, as well as improving reporting, business intelligence and analytics capabilities;
• Advanced the Research and Development Program with research to support Cyber Mission Assurance for DND/CAF. Further, the department developed tools and techniques for both cyber operations, including trials in cyber defence, network reliability, and communications quality assurance;
• Maintained interoperability within the Five Eyes community (Australia, Canada, New Zealand, the United Kingdom, and the United States) in a data-centric environment. This included science and technology activities to ensure the interoperability of platforms, weapons, sensors, and systems;
• Implemented secure cloud computing resources to enable data science and advanced analytics capabilities using artificial intelligence (AI) and machine learning. Key initiatives fostered by these successes include: web applications for departmental COVID-19 pandemic decision-making, enterprise-level financial forecasting, and international collaboration through the NATO Science and Technology Organization;
• Developed user-centric business applications using innovative and modern text analytics approaches, such as natural-language-processing-based chatbots for client self-serve information and knowledge gathering. As an example of client-centric innovation, the integration of the Online Registration Tool for the Cadet Program will remove manual entry requirements and fully digitalize the registration process;
• The Innovation for Defence Excellence and Security (IDEaS) Program continues to complement DND/CAF’s internal research programs to resolve defence and security challenges by bringing together networks of experts, providing support and opportunities to innovators, and facilitating the integration and adoption of new capabilities for the CAF, and public safety and security communities;
• Awarded a contract to Black & McDonald in March 2022 for the Call for Proposals for the Green Heat: Low Carbon Energy Generation for Heating Existing Buildings Test Drive. This project aims to support the Government of Canada’s objective of greening operations and making DND/CAF buildings and facilities carbon-neutral by 2050; and
• Performed advanced research on video and big data analysis to augment analysts’ capabilities and enhance decision-making. Research and development on anticipatory intelligence was performed to enable an initiative in Strong, Secure, Engaged.

In FY 2021-22, the department progressed its efforts related to AI projects and activities. The department:

• Invested in AI to augment the information-processing capabilities of the CAF in the strategic focus areas of the department’s research and development program and the Canadian Safety and Security Program, and carried out exploratory work in cyber defence to automatically detect and respond to new cyber threats and adoption aspects to ensure an AI-enabled CAF;
• Invested, with our allies, in AI-based cyber security to protect DND/CAF platforms and enterprise systems against AI-enabled cyber-attacks; and
• Established an AI Community of Practice to share knowledge, encourage innovation, and raise the level of AI knowledge and skillsets across the department.

Defence Infrastructure and Environment

DND/CAF require modern, functional, and sustainable infrastructure to work and train. As DND/CAF have the largest infrastructure portfolio in the federal government, greener, more sustainable infrastructure is key to achieving our climate goals. Modernizing defence infrastructure will improve efficiency, reduce greenhouse gas emissions, and support our personnel. In FY 2021-22, DND and the CAF achieved the following:

• Finished construction on an $18.5 million modern and green community centre for personnel and their families at Garrison Wainwright, Alberta;
• Awarded a $592 million contract to Nasittuq Corporation, an Inuit owned company, for the operation and maintenance of the North Warning System;
• Advanced the A/B Jetty Recapitalization Project at Canadian Forces Base Esquimalt, British Columbia. Upon project completion, the new jetties will house the future Joint Support Ship and Canadian Surface Combatants;
• Progressed work on the $131 million project to provide a new regimental headquarters for 4 Engineer Support Regiment in Gagetown, New Brunswick. This project will continue to provide the CAF with modern and greener facilities to support their training and operations well into the future;
• Continued construction on a new $88.1 million facility for the Royal Canadian Dragoons in Petawawa, Ontario, which will provide the regiment with enhanced vehicle maintenance, storage, logistics, and training areas to increase collaboration and support daily operations;
• Progressed construction on a new $18 million health services centre for 22 Wing North Bay, Ontario, integrating medical, dental, physiotherapy, and mental health services in a single location to support the well-being of CAF members;
• Invested approximately $75.4 million in 236 active projects to improve Primary Reserve Force infrastructure, equipment and capabilities that will accommodate future growth. Projects included: upgrades to the garage exterior at the Regina Armoury; purchase of the Debney Armoury; roof repairs at HMCS Nonsuch in Edmonton, Alberta; necessary washroom upgrades at Fort York in Toronto, Ontario; and upgrades to the Rangers building in Saint-Jean, Québec;
• Invested $50.5 million in minor capital funding to construct and renovate housing to improve the overall condition and functionality of the Defence residential housing portfolio. Operations, maintenance, and repairs required an additional $73.1 million;
• Progressed 19 divestment projects and completed 71 active demolition projects of underutilized and obsolete buildings that were no longer required to support military operations. The resources previously used to maintain these properties will save an estimated $400 000annually which will be reinvested in modernizing our portfolio and building new infrastructure to support personnel;
• Continued implementing the Defence Energy and Environment Strategy (2020-2023) which provides the department with renewed direction to evolve as an environmentally sustainable organization, better manage energy use, and minimize the environmental footprint across a broad spectrum of activities. The strategy includes 16 measurable targets focusing on energy efficiency, climate change adaptation, sustainable real property, and green procurement;
• Completed the Defence Real Property Portfolio Strategy which solidifies the long-term strategic roadmap and enterprise-wide approach to improve the affordability, condition, and suitability of real property while continuing to ensure operational success of DND/CAF; and
• Performed engagement activities with Indigenous communities across Canada to advance reconciliation such as participating in discussion tables on recognition of Indigenous rights and self- determination to discuss the interests of Indigenous groups in relation to DND, including: Mohawks of Kahnawà:ke, Métis Nation of Alberta, and the Esquimalt Nation of British Columbia.

Defence Relationship with Indigenous Peoples and Reconciliation

The Defence Team continued to renew and strengthen our relationships with Indigenous Peoples across Canada. As part of the Government of Canada's commitment to truth and reconciliation, DND and the CAF continue to uphold our obligations (e.g.: Aboriginal treaty rights, legal duty to consult, contracting, and others) reflected in statutes, negotiated agreements and treaties, and court decisions. In addition, we continue to review our policies and operations to align with the objectives of Indigenous reconciliation. Highlights of the activities undertaken during FY 2021-22 include the following:

• Developed a strategy to ensure that Defence activities are aligned with the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) as part of a whole-of-government plan to support Indigenous self-determination through engagement and opportunities for socio-economic development;
• Reviewed the UNDRIP to identify key points of intersection with Defence activities and participated in whole-of-government efforts to support federal legislation aimed to implement the declaration;
• DND partnered with Defence Construction Canada to develop a Joint Indigenous Procurement Strategy to advance the Government of Canada's policy direction to support Indigenous businesses with procurement opportunities;
• Participated in a government-wide policy to create more opportunities for Indigenous businesses to succeed and grow by creating a new target to have at least five percent of DND/CAF contracts awarded to businesses managed and led by Indigenous Peoples;
• Explored the development of a new funding mechanism to enable more robust and collaborative engagement processes with Indigenous communities on matters of common interest;
• Collaborated with Defence Construction Canada to host 20 virtual information sessions with the aim of increasing Indigenous sourced procurement;
• Advanced the development of Indigenous learning and awareness tools for DND/CAF stakeholders to build engagement capacity, cultural awareness as well as understanding new and existing federal policies, commitments, and guidelines, as they pertain to Indigenous reconciliation;
• Delivered awareness sessions on Indigenous Engagement and the Duty to Consult on DND projects;
• Introduced an Indigenous Learning Framework to cultivate greater intercultural competency within DND/CAF in the spirit of reconciliation and nation-to-nation relations, as required by the Truth and Reconciliation Commission Calls to Action;
• Identified the need for a toolkit and guidelines to be developed to guide policy review and consultation with DND/CAF stakeholders. These findings will help identify key areas where policy change proposals are needed to ensure that DND/CAF policies are in alignment with the UNDRIP;
• Worked closely with the Chippewas of Kettle and Stony Point First Nation and Indigenous Services Canada at the former camp Ipperwash for the provision of temporary housing for community members living in the former barracks. This collaborative work was led by the Chippewas of Kettle and Stony Point First Nation and provided DND/CAF an opportunity to advance reconciliation activities, including land environmental remediation;
• Worked closely with Defence Aboriginal Advisory Groups (DAAG) at national, regional, and local levels to gain their cultural insights and perspectives on proposed activities. DAAG National co- chairs are members and participants of both the Indigenous Reconciliation Working Group and the Defence Team Indigenous Affairs Committee, which approved the UNDRIP Implementation Action Plan for DND/CAF;
• Worked with Crown-Indigenous Relations and Northern Affairs Canada in negotiating self- government agreements and advancing self-determination in partnership with Indigenous peoples. These negotiated agreements put decision-making power into the hands of Indigenous self- governments who make their own choices about how to deliver programs and services to their communities;
• Negotiated agreements that put decision-making into the hands of Indigenous governments so that they make their own choices about how to deliver programs and services to their communities:
  • The Commander of the Canadian Army, who is the Defence Team Champion for Indigenous Peoples, leveraged the cultural understanding, perspectives, and experiences of DAAG members, drawing on their relationships and links with local communities across Canada. The Defence Team Champion for Indigenous Peoples and the Defence Aboriginal Awareness Group worked collaboratively with commanders from all levels to help the Defence Team navigate culture change; and
  • The Defence Team Champion for Indigenous Peoples hosted activities to celebrate Indigenous culture including the Indigenous Awareness Week virtual event. This assisted the Defence Team in acknowledging September 30, the inaugural National Day for Truth and Reconciliation and Orange Shirt Day.
• Included Indigenous traditions in the departure and arrival ceremonies for deploying ships;
• Built on the existing relationship cemented by the affiliation of HMCS Harry DeWolf with the Qikiqtaaluk region of Nunavut. Plans for additional affiliations between ships of the Harry DeWolf- class and the various regions of Nunavut were impacted by the COVID-19 pandemic, but this initiative is resuming with the affiliation ceremony for the future HMCS Margaret Brook, confirmed for fall 2022;
• Worked with Indigenous Elders/Knowledge Keepers to provide a blend of military training and Indigenous culture to hundreds of First Nations, Inuit, and Métis participants through Indigenous summer programs across Canada: Bold Eagle, Raven, Black Bear, Carcajou, and Grey Wolf. Although COVID-19 public health measures limited attendance, a total of 135 participants were able to graduate from these programs. In addition, Eagle’s Nest, an Indigenous youth leadership program, was conducted with 16 youth in Driftpile Cree Nation, north of Edmonton, Alberta. No Junior Canadian Ranger summer camps were conducted but some communities were able to deliver scaled-down activities;
• Conducted a review of the Qualification Standard and Training Plan for the newly renamed Canadian Armed Forces Indigenous Entry Programl (formerly Canadian Forces Aboriginal Entry Program), which resulted in a new Training Plan and Lesson Topics. The COVID-19 pandemic restrictions did have a negative impact on processing for the Canadian Armed Forces Indigenous Entry Programs;
• Launched the Executive Development Program with a first cohort in June 2021 and second cohort in February 2022. The program was designed to increase representation and develop the department’s talent pipeline of aspiring executives in employment equity groups, including Indigenous Peoples;
• Launched the Indigenous Recruitment Campaign seeking talented candidates who self-identify as members of the Indigenous Employment Equity group to join the executive cadre. Supported by a diverse assessment board and a fully-representative advisory panel, a pool of 31 fully-qualified candidates was established to staff Director-level positions within DND and other government departments;
• DND also hosted several targeted recruitment sessions for Indigenous students, focusing on conversation and community in order to attract students. As well, our participation in career fairs included a focus on educational institutions that have programs with a population that address all Employment Equity needs, including Indigenous people;
• A Pilot Mentorship Program was developed and used in the onboarding process, allowing mentoring and sponsorship opportunities for new Defence Team employees including Indigenous employees;
• Delivered on 30 requests for assistance tasked to the CAF to support Indigenous communities: three for Operation LENTUS (flooding support in the Northwest Territories, evacuation of First Nations communities during fires in Ontario, and support provided in Iqaluit during a water shortage); four related to Operation VECTOR (vaccine distribution and vaccination support), and 23 for Operation LASER in support of First Nations communities impacted by the COVID-19 pandemic (mainly in Ontario but also in the Northwest Territories, Saskatchewan and British Colombia);
• Supported Crown-Indigenous Relations and Northern Affairs Canada during modern treaty negotiations with Indigenous communities such as the Manitoba Métis Self-Government Recognition and Implementation Agreement;
• Engaged with local and regional Indigenous groups in Northern Canada to implement the Safety, Security and Defence Chapter of the Arctic and Northern Policy Framework. Collaboration and engagement on proposed northern development projects ensures that treaty rights and interests of Indigenous groups are respected while facilitating DND/CAF initiatives such as NORAD modernization and continental defence;
• Consulted and engaged with local and regional Indigenous groups and treaty members to advance initiatives of interest to all parties. This included the environmental impacts of DND/CAF operations, potential adverse impacts to sensitive ecosystems upon which Indigenous Peoples and other Northerners rely, supporting the exercise of Indigenous traditional practices through access agreements, and generating socio-economic and employment opportunities for Indigenous Peoples;
• Addressed litigation and other issues in the spirit of reconciliation by working on agreements and claims resolution with numerous Indigenous groups; and
• Built capacity and raised awareness within the Defence Team on the importance of meaningful engagement with Indigenous Peoples and learning opportunities focused on Indigenous cultures, history, diversity, and traditions.

For more information about DND and the CAF’s plans, priorities, and results achieved, see the “Results: what we achieved” section of this report.