32nd Annual Report to the Prime Minister on the Public Service of Canada

For the year ending March 31, 2025

Letter to the Prime Minister

June 20, 2025

Dear Prime Minister:

I am pleased to submit to you the Thirty-Second Annual Report to the Prime Minister on the Public Service of Canada, covering the period from April 1, 2024, to March 31, 2025.

It is an honour to lead the Public Service as we work together to support Canadians’ prosperity, safety, security, and quality of life. We are committed to delivering the Government’s ambitious agenda for Canada, as laid out in the Speech from the Throne, which was delivered by His Majesty The King on May 27, 2025.

As we embark on delivering your Government’s transformational agenda for Canada, we remain committed to building a culture of excellence—both in what we do and how we deliver. While we sometimes experience setbacks, we learn from them and hold ourselves accountable to make progress. We strive to serve with excellence and to build trust in our institutions through collaborative partnerships and by consulting with communities in all regions of Canada to make sure we are meeting their needs.

In a global context where Canada must respond quickly to unexpected threats to protect what we have built as a nation, we are ready to operate with the urgency, agility, and coordination needed to meet the expectations of your Government and Canadians. This includes supporting your commitment to balancing the Government’s operational budget over the next three years. We will look to improve public service productivity by deploying technology responsibly. We will do this while strengthening our digital skills and capacity so that we can keep pace as new technologies, such as artificial intelligence, continue to emerge.

This report is a testament to the dedication of public servants across the country, and those serving abroad, who responded effectively to significant challenges this year. It illustrates how Canadians can rely on us in times of crisis, underscoring our ongoing efforts to ensure healthy and safe workplaces that support us in achieving these results for Canada.

I am tremendously proud of how the Public Service remained steadfast and united in its role this year. We upheld Canada’s longstanding tradition of peaceful transition of power, guided by our values of respect for democracy and for people, while showing resilience and determination in combatting threats to our economy and to our sovereignty as a nation.

I am confident that we will rise to the occasion and eagerly take on any unforeseen challenges that may lie ahead.

Sincerely,

John Hannaford
Clerk of the Privy Council and Secretary to the Cabinet

On this page

• Introduction
• The year in review
  • Serving with excellence
  • Working together to respond and deliver
  • Fostering a culture of high-performance and accountability
    • Spotlight: Values and Ethics
    • Spotlight: Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service
    • Spotlight: Responsible adoption of artificial intelligence across the public service
• The year ahead
  • Building a culture of public service excellence to meet the needs of Canadians
    • Achieving results for Canada together
    • Ensuring the Public Service is high-performing, productive and inclusive
    • Strengthening trust in the Public Service of Canada
• Conclusion
• Annex: Key data

Introduction

In a time marked by global instability and economic uncertainty, the Public Service of Canada has remained resilient and steady while serving our Government and Canadians. We have worked tirelessly to safeguard Canada’s interests and democratic institutions, managing the orderly transition between prime ministers, supporting fair and secure elections, and responding quickly to complex economic conditions. The strength we have demonstrated as an institution this year has brought us closer together as a nation and reinvigorated our sense of pride and unity.

As we dedicate ourselves to delivering the new and ambitious government agenda, the Public Service will once again translate vision into action. Through our partnerships with all sectors and communities across the country, we will deliver inclusive and impactful programs and services that benefit all Canadians. This next chapter is an opportunity to lead with a renewed commitment to excellence in the Public Service so that we can further deliver meaningful results for Canadians.

To get there, we will undertake our next phase of renewal of the Public Service. I am committed to fostering a culture of public service excellence by building on the strong foundation we have achieved through the Renewed Conversation on Values and Ethics and the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service.

As we move forward with this next phase, we are grounded by our shared value of stewardship and will support the Government’s commitment to reducing the growth of annual public service operating costs. We will hold ourselves accountable every step of the way.

This year’s report highlights how the Public Service delivered results guided by our purpose, standard of excellence, and shared values. It also outlines the progress made on the priorities I identified in the Thirty-First Annual Report to the Prime Minister on the Public Service of Canada and looks ahead to 3 key strategic areas that can help guide and shape the renewal of the Public Service in committing to a culture of excellence.

The past year has taught us that our foundation is strong. What unites us—our shared commitment to service, values, and ethics—is also what defines us. From supporting Canadians through economic uncertainty to responding to geopolitical shocks, the Public Service has demonstrated time and time again that we are here for Canadians.

The year in review

The past year saw the Public Service rise to meet extraordinary demands with quiet resolve and professional excellence. Public servants worked together to manage an intense period of government transition leading up to the federal election in April 2025. They also addressed pressures on affordability, our housing system, our economy, and our sovereignty. Despite the heightened focus in these areas, public servants did not ignore other critical initiatives, and they continued to provide the essential services Canadians rely on.

Across the country and around the world, the Public Service achieved tangible results that improved day-to-day life for Canadians. This included such initiatives as:

• providing support for Canadians and our allies in regions experiencing international conflict
• expanding access to healthcare through the Canadian Dental Care Plan
• supporting wildfire recovery in Jasper
• strengthening partnerships and defence capacity in Arctic and northern regions
• enabling secure technology transfers, and responsible adoption, to protect national innovation
• supporting Canadians and Canadian businesses in the face of U.S. tariffs

This year was a defining one in how we mobilize and prepare for what lies ahead on the global and domestic horizons. From the Values and Ethics Symposium that brought over 15,000 public servants together, to the responsible integration of new technologies like artificial intelligence (AI), renewal efforts took root across the system. This work is uniting the Public Service, allowing us to be more productive during a time of fiscal constraint, and helping us to navigate within the current threat environment to maintain and build the trust of all Canadians.

Serving with excellence

Across departments and regions, public servants stepped up this year to meet urgent needs, implement ambitious policies, and support Canadians in moments of both crisis and opportunity.

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“The Canada Border Services Agency’s Ontario Firearms Smuggling Enforcement Team is diligently working to keep Canadians safe. This investigation resulted in the dismantling of an active narcotics lab and the seizure of illicit narcotics, firearms parts, ammunition, weapons, and currency. This significant threat to our communities has now been removed.”
- Abeid Morgan, A/Director,
Ontario Firearms Smuggling Enforcement Team,
Canada Border Services Agency

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“As a Regional Communications Officer I assist victims, during what is a difficult and often traumatic time in their lives, to access the services and information they are entitled to about the offender who harmed them, and to understand the conditional release process. It is highly rewarding work.”
- PBC Regional Communications Officer,
Atlantic Region

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These stories show that Canadians can count on public servants to deliver for them whether they are at home or abroad. They remind us that excellence is cultivated when we work together toward a common purpose, guided by our shared values.

Working together to respond and deliver

In addition, public servants worked as a team and responded quickly when unexpected domestic and international developments occurred this year. This included mitigating impacts to our economy as our relationship with international trading partners shifted. In the face of tariffs being imposed by the United States government, for example, we came together to support Canadian workers and businesses, and provide relief from countermeasures on imports from the U.S.

Similarly, public servants at Housing, Infrastructure and Communities Canada worked across jurisdictions to finalize a renewed framework for the Canada Community-Building Fund. The agreement aims to align infrastructure funding with housing needs. Large municipalities are expected to assess local housing gaps, while provinces and territories have committed to actions that improve affordability and access. The fund respects local autonomy, while advancing coordinated federal leadership. This modernized model is built on shared priorities and accountability.

Fostering a culture of high-performance and accountability

Measuring our progress and taking targeted action to ensure a healthy, safe, inclusive and accessible workplace

This year marks a major milestone in the implementation of the Accessible Canada Act. The Public Service has exceeded its goal of hiring 5,000 net new persons with disabilities. Recent data shows that nearly 7,000 net new persons with disabilities have been hired since 2019. Nothing Without Us: An Accessibility Strategy for the Public Service of Canada has guided these efforts, helping to remove employment barriers and foster a more inclusive workplace.

To that end, the GC Workplace Accessibility Passport is now being rolled out in a secure, bilingual, and digital format. This enhanced tool simplifies the process of documenting and sharing workplace accommodation needs. Aligned with the broader public service accessibility strategy, these initiatives help foster inclusive environments where every employee can thrive.

Responsible use of innovative technology, data, and online platforms to enhance the performance of the public service for Canadians

In an increasingly digital world, the Public Service is working diligently to responsibly adopt new technologies. To support this, we are strengthening the data foundation and infrastructure, and equipping employees with the skills they need to use the new tools available to them.

Public servants at Public Services and Procurement Canada are working to fix pay issues and build a modern, reliable human resources and pay system. With strong oversight and collaboration across departments, as well as the help of automated tools and a virtual assistant, significant progress has been made in increasing processing and addressing backlogs at the Public Service Pay Centre. A replacement for the existing Phoenix pay system is also being advanced to provide employees with a more efficient, reliable, and integrated HR and pay system.

At the heart of these efforts lies the commitment to a public service that is ready to respond to Canadians’ needs and that reflects the country’s diversity, upholds our values, and delivers accessible services effectively in both official languages.

Spotlight: Values and Ethics

What unites us, defines us: Values and ethics in today’s federal public service

A defining moment took place in October 2024 when we held the first-ever national Values and Ethics Symposium marking the 1-year anniversary of the Renewed Conversation. During this 2-day event, we explored the links between our values, our commitment to inclusion, and our leadership strategies, as well as discussing how we would responsibly optimize the use of artificial intelligence.

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“These types of symposiums are beneficial as they foster a sense of belonging within the public service. It’s really nice to be recognized as a team serving Canadians’ best interest.” – Symposium participant

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The Values and Ethics Symposium showed public servants that senior leaders are actively engaged. More than 40 of them took part in the symposium, 25 of whom took a formal role in leading in-person events with employees.

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“Having the level of engagement across senior leadership demonstrated the importance of the discussion on values and ethics. [It] Was good to see leadership from the top.” – Symposium participant.

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The response to the symposium, as well as the level of engagement, was incredible across the Public Service, with more than 200 questions submitted for the event. More than 45 resources were shared on topics like AI, public servants’ personal use of social media, conflicts of interest, inclusive and anti-racist behaviours, and guidance on implementing consequential accountability in performance management.

Regardless of where we work, whether in northern Ontario, Nunavut, Saskatchewan, Labrador, or anywhere else across the country and around the world, we are all an essential part of this institution. We have a common purpose. And we have a connection to that purpose.

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“[…] It was a crucial event for all public servants due to the relevance of values and ethics and what it means in our current work environment. It links to Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service […].” – Symposium participant

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“We are the face of the government, even though we live in a rural area in a province outside the capital region.” – Symposium participant

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In 2025 and beyond, our commitment to upholding our shared values and ethics remains central to how the Public Service earns the trust of Canadians and how it defines excellence.

Spotlight: Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service

In summer 2024, 92 departments and agencies submitted responses to their self-assessment questionnaire on the Call to Action, highlighting results to date and lessons learned. Some of the actions being advanced by departments and agencies include:

• improving inclusive recruitment and promotion practices
• supporting professional development
• creating safe spaces for dialogue on racism
• strengthening representation of Indigenous, Black, and racialized executives

Inclusion efforts were also undertaken to support other equity-seeking groups, including persons with disabilities this year. For example, the Inclusive Science Self-assessment Tool was launched by Natural Resources Canada to enable scientists to reflect on how equity, Gender-Based Analysis Plus, Indigenous knowledge systems, and accessibility inform their research. The tool has inspired a cross-government collaboration to develop inclusive science guidelines and to promote national dialogue.

As a key part of living out our value of respect for people under the Values and Ethics Code for the Public Sector, I am committed to sustaining our collective focus on equity, diversity, and inclusion so that momentum is not lost in fostering an inclusive, values-driven public service where all employees can thrive and be their most productive for Canadians. The Call to Action remains a critical driver of cultural and systemic change across the Federal Public Service.

Spotlight: Responsible adoption of artificial intelligence across the public service

The year ahead

Building a culture of public service excellence to meet the needs of Canadians

I am inspired by our vibrant dialogue about who we are, what we do, and how we do it. Those conversations are shaping how we define a culture of public service excellence.

A strong public service is an inclusive and accessible public service. We must collaborate, work efficiently, and be ready for whatever may come next. This also means exploring new ways of working and reviewing how our resources are being used to make sure that they are positioned well to deliver results on the Government’s priorities. Our efforts to responsibly integrate AI into our day-to-day business is an example of how we are optimizing the tools at our disposal, so that we are as productive as we can be. To that end, I have set three priorities for the year ahead.

Achieving results for Canada together

Public servants should be proud of and inspired by the collaboration we saw across jurisdictions last year. In the face of economic uncertainty and unjustified trade actions, the Canadian federation came together. We will carry forward that shared purpose. To deliver results, we will share information, coordinate, find areas of common ground, reduce duplication, and streamline organizational structures.

Realignment of our programs and policies to realize the Government’s agenda will be informed by inclusive consultation and collaboration, from across the Public Service; from Canada’s regions, including northern and rural or remote areas; from provincial, territorial, and Indigenous governments, and municipal partners. We will remove barriers between jurisdictions and within the Public Service, and strengthen our presence in the North, as it faces increasing threats. We will also fortify and diversify our international relationships and trade partnerships to build a united and robust economy and society that upholds our democratic federal system. That is how we will get the best outcomes for all Canadians.

Ensuring the Public Service is high-performing, productive and inclusive

We recognize the importance of managing our resources in a manner that upholds and promotes our shared value of stewardship. Going forward, we will deliver the Government’s commitment to improving government efficiency and accountability as part of a broader economic strategy for Canada. In 2024-25, we saw a decrease in the size of the federal public service for the first time in 10 years. While we look to optimize public service operations and reduce our costs by increasing productivity, we must also ensure we do so mindfully so that we maintain the capacity needed to deliver on the Government’s agenda and continue to improve outcomes for Canadians.

The Public Service will continue to support Canada’s ambitious economic agenda. To lead on the global stage, we must harness the strength of our people, geography, and natural resources. We must also ensure that regulatory, trade, and innovation systems are in line with long-term national prosperity and competitiveness. During the coming year and beyond, we will work towards building a public service that is ready to help navigate global shifts and domestic transformations alike.

The new AI Strategy prioritizes the development of internal capacity to adopt and govern emerging technologies. We will continue to integrate innovative tools into our day-to-day operations, including modernizing human resources and pay systems and advancing the development and use of AI tools. With these changes, we aim to see enhanced service delivery and reduced administrative burden, all while supporting evidence-based decision-making.

We must also continue to honestly and transparently address and dismantle the systemic barriers to inclusion and workplace well-being within all public service organizations. To be a transformative and effective public service, we must be representative of those we serve and have a deep understanding of our beautiful, rich, and diverse nation.

Our workspaces must be safe and accessible, both physically and in our organizational culture. When we fall short of upholding our values, we need to address those situations promptly, proportionately, and transparently. We will strengthen accountability and recourse mechanisms so that public servants can have trust and confidence in these processes.

Strengthening trust in the Public Service of Canada

Looking outward, we must also build trust with Canadians. In recent years, that trust has been tested. But with every interaction, we can strengthen our credibility.

Annex: Key data

Number of employees¹

Employment types²

Age³

Average age of public servants (years)

Age distribution of public servants

Age distribution of new indeterminate hires⁴

Province/territory of work⁵

Provincial/territorial distribution of public servants

Years of experience⁶

First official language⁷

Mobility in the core public administration (CPA)

Employment equity representation (Rep.)¹⁰ and workforce availability (WFA)^{11 , 12}

Disaggregated¹⁵ employment equity representation¹⁶ and workforce availability (WFA)^{17 , 18}

View more statistics: Demographic Snapshot of Canada’s Public Service, 2024

Source: Office of the Chief Human Resources Officer, Treasury Board of Canada Secretariat