Sustainable Development Strategy 2007-2010

Environmental excellence in operations

We identified the significant environmental aspects of our operations, began to examine the issues for each aspect, and implemented crisis management measures.

We examined all issues for each environmental aspect, and established environmental management plans. We implemented corrective measures, and adopted moderate best practices to reduce the effects of our operations on the environment.

We achieved systematic management of the effects of our operations on the environment, strengthened best practices, and applied corrective measures.

We will pursue continuous improvement and innovation in reducing the effects of our operations on the environment, and ensuring efficient use of resources.

We will achieve a sustainable environmental footprint of our operations, while conserving our use of natural resources.

Sustainable service delivery of tax and benefit programs

Our sustainable development plans did not target our services to the public; however, we did use electronic tools for service delivery to the public.

We began targeting our programs for ad hoc paper savings in service delivery to the public, and we increased our use of electronic tools for service delivery.

We increased our sustainable service delivery commitment to the public by working toward systematic measurement of paper savings, influencing our negotiations with partners, and encouraging employees to practice sustainable work travel.

We will continue to simplify the tax-filing process and services to benefit recipients by modernizing communications, increasing outreach activities, increasing electronic service delivery, and reducing the paper burden. We will also continue to use sustainability criteria to influence negotiations with partners.

We will achieve efficient and innovative programs, policies, and plans.

Employee engagement

We provided minimal education to employees on sustainable development.

We developed numerous tools and distributed information on sustainable development to employees, and achieved more employee buy-in.

We achieved stronger leadership and greater buy-in from employees and management, and we improved tools and communications to employees on sustainable development.

We will sustain leadership from employees and management, and continue to educate and motivate a workforce that is skilled in applying sustainable development in their work.

Sustainable development is part of our corporate culture.

Modern sustainable development management

We began to assess requirements for managing sustainable development and used manual reporting systems to monitor progress on achieving targets in the SD Strategy.

We mostly completed our sustainable development framework (e.g., policies, processes, strategies and plans), and partially replaced our manual reporting systems with an electronic system. We began minimal integration of sustainable development in programs, policies, and plans.

We completed our sustainable development framework and moved to an electronic reporting system. We continued to integrate sustainable development into our business planning and reporting processes.

We will strengthen our SD framework (e.g., SD Network, SD Champions, EMS, planning and reporting systems) to meet the demands of a maturing sustainable development program. We will establish an SD report card to demonstrate how the CRA contributes to all three pillars of sustainable development in all business lines.

We will achieve efficient and innovative programs, policies and plans. We will achieve transparent management of results through triple bottom-line reporting (economic,
social, and environmental).