Canadian Coast Guard Integrated Business and Human Resource Plan 2024 to 2025 through 2026 to 2027: 2026-2027 Update

Published by: Planning, Engagement, and Priorities, Canadian Coast Guard, National Defence
Ottawa, Ontario, K1A 0K2
© His Majesty the King in right of Canada, as represented by the Minister of National Defence, 2026
Cat. No. D15-1E-PDF
ISSN 2816-7120

Canadian Coast Guard Integrated Business and Human Resource Plan 2024 to 2025 through 2026 to 2027: 2026-2027 update
(PDF, 2.77 MB)

On this page

• Commissioner’s message
• The Canadian Coast Guard: Mission and mandate
  • Mission
  • Mandate
• Organizational structure
• Budget: Daily operations and long-term investments
• Canadian Coast Guard strategic pillars
  • Strategic pillar 1: People
    • Objective 1: Attract a diverse workforce to deliver programs and operate the future fleet
    • Objective 2: Train and develop a skilled workforce that is adaptive to new and evolving demands
    • Objective 3: Retain personnel by prioritizing career growth, safety, health and wellness, and employee engagement
  • Strategic pillar 2: Assets
    • Objective 1: Advance fleet renewal while maintaining operational capacity to deliver programs and meet levels of service
    • Objective 2: Prepare for the transition to service and life cycle management of the new fleet, including identifying infrastructure requirements
    • Objective 3: Advance climate adaptation and mitigation activities through innovation and partnerships to increase climate resilience and to meet greening government targets
    • Objective 4: Ensure that shore-based assets are available, capable, and reliable
  • Strategic pillar 3: Services
    • Objective 1: Protect the marine environment and mariners by taking on a leadership role in the management of on-water incidents in a multi-partner landscape
    • Objective 2: Ensure program readiness by adapting in an evolving operating context to continue providing services that support economic competitiveness, marine safety and security, and the protection of our oceans
    • Objective 3: Advance digitalization across the organization and modernize marine navigation services to increase efficiency of vessel traffic, enhance marine safety, and facilitate data and information sharing with partners and stakeholders
  • Strategic pillar 4: Governance
    • Objective 1: Strengthen national processes, procedures and systems to support decision-making and the efficient and effective delivery of programs and services
    • Objective 2: Engage and collaborate with internal and external partners and stakeholders to advance the Canadian Coast Guard's mandate and Government of Canada priorities
    • Objective 3: Uphold Crown obligations, including Treaty and legislative commitments, to First Nations, Métis, and Inuit in the domain of marine safety
• Regional overview
  • Arctic Region
  • Atlantic Region
  • Central Region
  • Western Region
• Annex A: Canadian Coast Guard commitments
• Annex B: Canadian Coast Guard risk profile

Commissioner’s message

As new Commissioner of the Canadian Coast Guard (CCG), I am proud to present the 2026-2027 update to the Canadian Coast Guard Integrated Business and Human Resource Plan. I am honoured to join the CCG at this pivotal time, and am focused on continuing to drive improvements in operational readiness and advancing key priorities that deliver results for Canadians. As we embark on the third and final year of the planning cycle, this plan outlines new commitments that reinforce organizational objectives and uphold our tradition of excellence.

The CCG, which had been operating as a Special Operating Agency (SOA) under the Department of Fisheries since 2005, officially joined the Department of National Defence (DND) on September 2, 2025. The CCG remains a civilian SOA, and our priorities continue to include marine safety and environmental protection. Moreover, to realize the expanded services defined in the Strengthening Canada’s Immigration System and Borders Act, the Agency is investing to expand its maritime security reach and capabilities. The recent transfer of Transport Canada’s Aircraft Services Directorate to the CCG will bolster the aerial fleet and enhance the Agency’s capacity for surveillance and domain awareness.

A stronger synergy with Defence Team partners will allow the CCG to play a greater role in asserting and protecting Canada’s sovereignty. We will share information collected through activities on the water, on land, and in the air; we will improve operational readiness in domestic and international waters; and we will enhance Canada’s maritime security and response capabilities. Through authorities introduced under Strengthening Canada’s Immigration System and Borders Act, the CCG is adapting how it contributes to maritime security by strengthening awareness, presence, and information sharing while continuing to deliver its core civilian mandate. These new responsibilities are being operationalized in a manner that respects Canada’s legal framework, Indigenous Peoples’ rights, and the CCG’s longstanding role as a trusted public service institution. Now operating within the Defence portfolio, the CCG brings continuity, operational credibility, and public confidence at a time of growing environmental, economic, and maritime security complexity.

Like previous years, the objectives presented in this document are designed to address organizational risks and are closely aligned with the CCG’s strategic long-term goals. While those objectives remained unchanged over this planning cycle, this document introduces new commitments reflecting concrete, measurable, and valuable outcomes to be achieved over the next year, many of which are aligned with our evolving relationship with DND. In the year ahead, the CCG will measure success through simpler and more impactful ways of working, accountability at every level, and a willingness to take informed and disciplined risks to improve outcomes for Canadians.

The CCG’s ability to deliver on its mandate and priorities is influenced by certain risks, which are outlined and prioritized in this plan based on the severity of their potential impact. The challenges associated with the attraction and retention of the trained operational personnel needed to crew our ships, work in our operational centres, maintain our shore‑based assets, and support CCG programs in regional and national offices remain the greatest risk to the delivery of our mandate. For this reason, the CCG will intensify its efforts to attract new personnel and provide them with the training they will need to ensure the continuity of the CCG’s service delivery. In addition to collaborating with the Canadian Marine Careers Foundation, the Canadian Geographic Education, and the Royal Canadian Navy on outreach and recruitment initiatives, the CCG launched the Indigenous Participation and Training Initiative to increase representation among groups such as Inuit, First Nations, and Métis, and to prepare them for fulfilling careers with us.

The CCG College, which was renamed the Canadian Coast Guard Academy in September 2025 as part of its 60th-anniversary celebrations, is one of the best-equipped marine learning institutes in the world and increasingly recognized as a global leader in maritime training. For over six decades, the Academy has trained and equipped our personnel for the opportunities and challenges ahead. Now, the Academy is extending its influence internationally by delivering Polar Code advanced training to members of the Arctic Coast Guard Forum, supporting safe and efficient navigation in an increasingly complex operational environment.

Over the coming year, we will continue on our Reconciliation journey, engaging and collaborating with First Nations, Inuit, and Métis on marine safety and the protection of the marine environment. By adhering to the United Nations Declaration on the Rights of Indigenous Peoples Act and the Inuit Nunangat Policy, the CCG will continue to respect self-determination and establish collaborative partnerships with Indigenous Peoples that improve marine capacity and service delivery.

The world is changing, as must we. In these challenging times, the CCG’s role is more important than ever. Operations are at the heart of our work, delivering excellence on the water, in our communications centres, in our technical functions, and wherever our people serve. That operational focus is what Canadians count on, and it will continue to guide us. We will adopt new approaches to deliver increasingly impactful services for Canadians while remaining firmly committed to safety, security, sovereignty, enabling economic prosperity, and protecting the marine environment.

Safety First, Service Always.

Kevin Brosseau
Commissioner
Canadian Coast Guard

The Canadian Coast Guard: Mission and mandate

Mission

The CCG's mission is to ensure the safety of all mariners, protect the marine environment, and support economic growth through the safe and efficient movement of maritime trade in and out of Canada's waters.

The CCG operates 24 hours a day, 7 days a week, 365 days a year in some of the world's harshest maritime conditions. Its area of operations covers 243,000 km of coastline and 5.3 million km² of ocean and inland waterways. The CCG supports Canada's ocean economy by enabling the safe and efficient flow of over 250 billion dollars in international marine trade^{Footnote 1}, more than 350 million tonnes of cargo^{Footnote 2}, and supporting tens of thousands of jobs in multiple industries across Canada.^{Footnote 3} Delivering on this mission requires leadership in a changing world where environmental pressures, technological change, and evolving security dynamics demand foresight, adaptability, and coordinated maritime awareness.

Mandate

The CCG is proud to have a highly skilled and diverse workforce including captains, engineers, deckhands, cooks, officer cadets, marine communications and traffic services officers, pollution response officers, search and rescue specialists, lightkeepers, technicians, community engagement coordinators, administrators, program analysts, policy advisors, financial analysts, and many more. They fulfill the CCG’s role as the owner and operator of Canada’s civilian fleet and ensure service delivery to Canadians. The CCG’s employees support key maritime services that include:

• Aids to navigation
• Marine communications and traffic services
• Icebreaking and ice management services
• Channel maintenance
• Maritime search and rescue
• Response to hazardous vessels
• Marine pollution response
• Monitoring and compliance
• Maritime security
• Provision of ships, aircraft, equipment, and personnel to support whole-of-government responses to requests for assistance from provinces and territories.

These services are delivered within the CCG’s civilian mandate and increasingly support maritime security and situational awareness in coordination with federal, provincial, territorial, and Indigenous partners.

The services provided are mandated under legislation, including:

• Oceans Act
• Canada Shipping Act
• Marine Liability Act
• Arctic Waters Pollution Prevention Act
• Wrecked, Abandoned or Hazardous Vessels Act
• Emergency Management Act
• Strengthening Canada’s Immigration System and Borders Act

In addition to specific legislative authorities, the CCG's activities also align with other acts:

• United Nations Declaration on the Rights of Indigenous Peoples Act
• Impact Assessment Act
• Canadian Energy Regulator Act

Organizational structure

The CCG is a Special Operating Agency (SOA) within the Department of National Defence (DND). As an SOA, it operates under a framework agreement, which is a written understanding agreed upon by the CCG, DND, and Treasury Board. This agreement sets out the organization’s mission, mandate, values, and strategic direction, and details its governance and relationship with its host department, as well as its organizational and accountability framework. It is designed to provide clear responsibility, streamlined national decision‑making, and risk‑informed operational leadership across a complex, multi‑mission organization.

The Agency is led by the Commissioner, who reports directly to the Deputy Minister of DND. The Commissioner is supported by two Deputy Commissioners (DC), the Director General (DG) of Operational Personnel, the DG of Planning, Engagement, and Priorities, a Senior Comptroller, and the Assistant Commissioners (AC) of the four administrative regions: Atlantic, Arctic, Central, and Western.

The DC of the Shipbuilding and Materiel Sector is responsible for the planning, oversight, and delivery of the full life cycle of CCG’s service-critical assets, including the procurement of large and small vessels, air-cushioned vehicles, and aircraft; the implementation of interim measures to sustain program capability; and the life cycle materiel management of all CCG’s fleet and shore-based physical assets, from acquisition to disposal.

The DC of the Canadian Coast Guard Programs Sector is responsible for setting program policy and providing functional direction to ensure CCG programs and services are delivered safely, consistently, and in a cost-effective manner across the country.

The DG of the Operational Personnel Branch is responsible for creating awareness and ensuring that the CCG has the diverse and skilled workforce it needs to deliver its current and future mandate. The CCG Academy is the national centre of operational marine training for the CCG, and its Executive Director reports to the DG of the Operational Personnel Branch. The Branch undertakes strategic people planning and addresses CCG priorities such as reaching, attracting, growing, and supporting people. It’s responsible for employee engagement, including effective internal communications and employee events. The Operational Personnel Branch is home to the National Health Services Program overseeing both primary care services to seagoing personnel in remote areas and at the Academy, as well as social health supports for all of CCG personnel to ensure a holistic focus on wellness.

The DG of the Planning, Engagement, and Priorities Branch leads the CCG strategic policy, and ensures the alignment of commitments and investments with the CCG’s long-term goals. The Branch implements the Indigenous Relations Program to advance Reconciliation commitments and provides operationally informed strategic advice and direction enabling informed decision-making on policies and programs that affect Indigenous Peoples in Canada. It also advances relations with domestic and international stakeholders.

The Senior Comptroller works with the Chief Financial Officer of DND and provides comptrollership functions and services in alignment with established policies, directives, and practices. This directorate also leads the long-term planning of the CCG’s financials for all votes in alignment with the business planning processes used within the organization and at the departmental level.

The ACs in the regions are responsible for delivering the portfolio of CCG programs and services as per guidance and procedures set out by the National Headquarters. ACs represent the CCG on behalf of the Commissioner in their respective region, and lead regional engagement with provincial and territorial governments, Métis, Inuit, and First Nation partners, and with industry stakeholders. Regional programs deliver services to mariners, ferry operators, fish harvesters, recreational boaters, ports, coastal communities, ministries and other government agencies, and the public.

Figure 1: The organizational structure of the Canadian Coast Guard and the senior management reporting relationships

Budget: Daily operations and long-term investments

The CCG's budget is determined annually, aligning with the Agency's operational needs, long-term investment priorities, and national objectives. For the 2026-27 fiscal year, the CCG was allocated a total budget of $3.89 billion, ensuring the continued delivery of critical services across Canada's lakes, rivers, and oceans.

The budget supports a range of activities, including the key areas below.

$880 million for operations: This funding supports the CCG's day-to-day activities, including search and rescue, icebreaking, marine traffic management, and environmental and hazards response. These funds are primarily allocated to regional operations, ensuring frontline services remain robust and responsive to mariner needs.

$31.6 million for grants and contributions: This portion is designated for funding eligible recipients, including Indigenous governments, communities, volunteers and not-for-profit organizations; coastal communities; industry partners; and research institutions. These contributions help build local capacity, enhance marine safety programs, and support service delivery initiatives.

$2.97 billion for capital investments: This allocation funds the recapitalization of the CCG's fleet, as well as the CCG’s five-year integrated investment plan, which is focused on modernizing assets and sustaining long-term operational effectiveness. Key investment areas include:

• Fleet renewal
• Vessel life extensions
• Infrastructure, equipment, and system upgrades
• Implementing initiatives under the Oceans Protection Plan
• Supporting the Fleet Sustainability Initiative

Collectively, these investments support fleet renewal, Arctic presence, service reliability, and the modernization of systems required for enhanced maritime domain awareness.

Canadian Coast Guard strategic pillars

This Integrated Business and Human Resource Plan is organized into four strategic pillars which support the delivery of core responsibilities and ensure that the CCG’s mandate is achieved and that delivery consistently meets the expectations of Canadians and maritime stakeholders. Work within the pillars will be advanced through simplified processes, clear ownership for results, and disciplined, responsible innovation.

Each of the above strategic pillars has associated objectives to be achieved, and each objective is linked to specific, measurable, short-term, and action-oriented commitments. The section below provides a description for the objectives and the commitments associated to each strategic pillar. Additional details on all commitments, such as the expected completion date, can be found in Annex A.

These objectives and commitments are designed to help address the greatest organizational risks identified in the CCG risk profile found in Annex B, and will hold the CCG on a steady course towards fully realizing its long-term vision.

Strategic pillar 1: People

Objective 1: Attract a diverse workforce to deliver programs and operate the future fleet

Establishing a diverse workforce is a critical priority for the CCG. In a context of worldwide labour shortages in the marine sector causing increased competition and more stringent regulations, the CCG has reached a crucial juncture with regard to sustaining an increasingly larger and more complex fleet.

To build a sustainable workforce and ensure the continuity of programs and services far into the future, the organization must first reach out to younger generations and ignite their interest in careers in the marine sector. To this end, the CCG will participate in several outreach events focused on youth this year and collaborate with partners such as the Canadian Marine Careers Foundation, the Canadian Geographic Education, and the Royal Canadian Navy on joint recruitment initiatives.

Over the last years, the CCG has been determined to increase the number of First Nations, Inuit, and Métis joining the CCG Academy by providing culturally adapted support throughout the attraction process. These efforts will continue this year with the translation of key resources and engagement material into Indigenous languages. By reflecting Canada’s cultural and linguistic diversity, the CCG is committed to making marine careers visible, relevant, and accessible to Northern and Indigenous communities.

Commitments:

• Spark initial interest in youth about marine career pathways, particularly Indigenous youth, youth from underrepresented communities, and students in Arctic, rural, and coastal regions.
• Strengthen key partnerships to increase awareness and attraction of marine career opportunities.
• Promote opportunities at the Canadian Coast Guard Academy and in the Inshore Rescue Boat Program.
• Translate key resources and engagement material into Indigenous languages to respect Indigenous people’s language rights and ensure marine career pathways are visible, relevant, and accessible to Indigenous communities across Canada.
• Address key barriers to Northern Indigenous recruitment and retention through the Northern Recruitment and Retention Strategy.
• Strengthen Northern Indigenous employment in the fleet by leveraging the Indigenous Participation and Training Initiative.

Objective 2: Train and develop a skilled workforce that is adaptive to new and evolving demands

The CCG is an operational organization, and its personnel must continually perfect their skills and develop new ones to excel at their jobs and adapt to evolving requirements. Many operational positions require individuals to obtain and maintain specific certifications. The CCG provides technical, skill-based, managerial, safety, and team training, and a constant focus is kept on training products, quality assurance, and methodologies.

The CCG Academy is one of the best-equipped marine learning institutes in the world, and its facilities are being expanded and modernized to ensure it can continue to prepare CCG personnel for the opportunities and challenges ahead. This year, the CCG Academy will strengthen its position as a global leader in maritime training by delivering the International Maritime Organization’s Polar Code advanced training to members of the Arctic Coast Guard Forum, and by sharing knowledge and providing support to the Norwegian Coast Guard in areas such as course design for navigation, engineering, and operational training programs.

In addition, the CCG intends to enhance training for seagoing personnel, create curricula to increase the security awareness of the CCG workforce, and integrate advancements in marine navigation and operational technologies into modernized training programs. A key focus will be on building the foundational elements for a comprehensive national training strategy that standardizes Marine Environmental and Hazards Response capabilities across the organization.

Commitments:

• Position the Canadian Coast Guard Academy as a global leader in maritime training.
• Strengthen training development and support for seagoing personnel.
• Develop a curriculum to increase the security awareness of the CCG workforce and enable them to operate in a threat-informed environment.
• Develop modernized training programs to support advancements in marine navigation and operational technologies.
• Develop the foundational elements for a comprehensive national training strategy to standardize Marine Environmental and Hazards Response capabilities.
• Improve the Canadian Coast Guard cost recovery practices by training the personnel responsible for the Marine Environmental and Hazard Response and Monitoring and Compliance programs.

Objective 3: Retain personnel by prioritizing career growth, safety, health and wellness, and employee engagement

The CCG values its employees and seeks to retain them by providing a rewarding and challenging career. To reinforce the CCG’s role as a strategic, informed, and proactive employer of choice, the organization must stay aware and be responsive to marine labour market trends, not only to evaluate the impact of current activities and initiatives, but to inform future activities, including those being proposed under the Fleet Sustainability Initiative and the National Shipbuilding Strategy.

The overarching focus of the CCG’s efforts is to build a future-ready, resilient workforce by implementing strategic talent management and health-related policies. This includes deploying the Fleet Talent Management Plan, leveraging career development tools, and transitioning the Personnel Operations Plan into a comprehensive People Strategy. These efforts aim to enhance organizational capacity, accountability, and psychological safety while fostering a strong safety culture through training and awareness programs.

Complementing workforce development, the CCG will continue to emphasize health and well-being through standardized processes. Key actions include consolidating health policies into a unified manual, aligning regional medical evaluation procedures, and strengthening peer support programs for critical incident response. Additionally, expanding Safe@Sea initiatives and building on health promotion in areas such as occupational health and safety training will reinforce both physical and psychological resilience, ensuring consistent practices and a safer, more supportive environment for all personnel.

Commitments:

• Implement the Fleet Talent Management Plan and subsequent initiatives for seagoing personnel.
• Leverage career development tools to strategically shape a future-ready workforce.
• Enhance safeguards for confidential medical information.
• Review and align the regional processes for medical evaluations, fitness to work examinations, and health evaluations of supernumerary personnel prior to boarding vessels.
• Develop a health service policy manual to consolidate and align the Canadian Coast Guard’s health policies for consistent regional application.
• Strengthen and promote the internal peer support program for critical incident response to ensure continued growth, effectiveness, and workforce resilience.
• Strengthen organizational accountability and capacity for psychological safety by expanding Safe@Sea initiatives.
• Leverage the personnel operations planning process to develop and maintain an overarching people strategy.
• Strengthen safety culture by integrating occupational health and safety human factors and enterprise risk awareness into targeted training and leadership development initiatives that promote proactive reporting and operational accountability.

Strategic pillar 2: Assets

Objective 1: Advance fleet renewal while maintaining operational capacity to deliver programs and meet levels of service

The CCG operates the federal government’s civilian fleet and provides essential maritime services to Canadians. However, the CCG’s aging vessels are becoming more costly to maintain and are more frequently taken out of operation for unscheduled repairs, placing further strain on the remaining fleet. As the demand for on-water work increases, the need to replace the vessels has never been greater. Through the National Shipbuilding Strategy, the CCG will continue to build large and small ships over the coming decades.

New vessels are being designed to utilize modularity, wherever feasible, to enable them to serve different functions by adding or removing equipment modules such as science laboratories. This versatility will enable the CCG fleet to continue delivering core services such as search and rescue while also accomplishing other missions, reducing the number of ships involved in certain contexts, and contributing to emissions reduction.

Several projects will move forward as part of the fleet renewal efforts throughout 2026-27 including the delivery of the CCG’s first Arctic and offshore patrol ship, the beginning of pre-construction on the program icebreakers, the build contract award for the first flight of six multi-purpose icebreakers, and the launch of the invitation to qualify process for the construction of the mid-shore multi-mission vessels.

While awaiting delivery of new vessels, the CCG continues its work on vessel life extension, mid-life modernizations, conversions, and vessel maintenance activities to ensure that older active vessels remain safe, reliable, and able to provide essential services to Canadians.

Commitments:

• Begin work on pre-construction activities for the program icebreaker through an equipment and materials contract.
• Begin work on the vessel life extension of the CCGS Sir William Alexander.
• Begin work on the vessel life extension of the CCGS Mamilossa.
• Begin work on the vessel life extension of the CCGS Siyay.
• Continue work on the vessel life extension of the CCGS Dumit.
• Continue work on the vessel life extension of the CCGS Griffon.
• Continue work on the vessel life extension of the 47’ motor lifeboat class.
• Continue work on the vessel life extension of the CCGS Terry Fox.
• Continue work on the vessel life extension of the CCGS John P. Tully.
• Continue work on the vessel life extension of the CCGS Pierre Radisson.
• Implement the quality management services system for the fleet maintenance program.
• Advance the invitation to qualify process for the construction of the mid-shore multi-mission vessels.
• Award the build contract for the first flight of six multi-purpose icebreakers.
• Deliver the first Canadian Coast Guard Arctic and offshore patrol ship.

Objective 2: Prepare for the transition to service and life cycle management of the new fleet, including identifying infrastructure requirements

The CCG is preparing for new ships entering service by modernizing physical infrastructure, training personnel, and updating policies, procedures, and regulations relevant to the new fleet.

The Fleet Sustainability Initiative is the framework helping this transformation, and one of its primary roles is to guide the work to secure the funding required to build the workforce with the advanced skill sets needed to operate a larger, more modern fleet, while also focusing on diversity, inclusion, and wellness for all personnel.

This year, efforts will focus on strengthening the CCG’s infrastructure and operational readiness through strategic investments and modernization. Key priorities include advancing the construction of new search and rescue stations and progressing major facility upgrades such as wharf and shore power design at multiple sites. Standardizing asset management data repositories across the organization will ensure consistent and efficient tracking of resources, while updating the multi-year maintenance plan will help to address fleet maintenance gaps and to adapt to evolving operational requirements.

In addition to infrastructure and maintenance, the CCG’s efforts will emphasize future-oriented strategies for aviation support. Developing and implementing a comprehensive fleet aviation strategy will optimize the mix of aviation assets, enhancing program efficiency and effectiveness. Together, these actions will create a robust, sustainable operational framework that supports mission-critical services and positions the organization for long-term success.

Commitments:

• Advance the construction of two search and rescue stations funded through the Fleet Sustainability Initiative maritime infrastructure projects.
• Advance major facility wharf and shore power design work at five sites.
• Standardize asset management data repositories across the organization.
• Update the Canadian Coast Guard’s multi-year maintenance plan to address any fleet maintenance gaps and new requirements to effectively operate and maintain vessels.
• Develop and implement a fleet aviation strategy that ensures the future fleet uses the optimal mix of aviation assets to support program efficiency and effectiveness.

Objective 3: Advance climate adaptation and mitigation activities through innovation and partnerships to increase climate resilience and to meet greening government targets

As an organization that operates largely in coastal regions, the CCG’s program delivery is experiencing increasingly severe environmental impacts linked to climate change. Whether in the form of extreme storms, changes in Arctic sea ice, coastal erosion, flooding, or wildfires, climate change has become a major challenge for the CCG to tackle. The organization must adapt by adjusting its program and service delivery while also reducing its contribution to national greenhouse gas emissions and implementing measures to protect the marine environment and marine life.

Even with significant emissions reductions, many climate change impacts will worsen into the future, and the CCG must be prepared to continue operations in challenging environments. The CCG is working to improve its climate resilience and sustainability by integrating environmental considerations into operations and governance, and is committed to implementing the Roadmap to Climate Change Resilience through prioritized adaptation and mitigation actions aligned with national strategies. The CCG also continues its efforts to improve operational efficiency and reduce greenhouse gas emissions. Collaborative studies will further support decarbonization and ensure evidence-based approaches to meet long-term environmental goals.

Complementing these efforts, the CCG is pursuing innovative solutions such as developing a plastic circular economy for floating aids to navigation by repurposing polyethylene from waste buoy stockpiles into new buoys. Additionally, the Operational Fleet Decarbonization Plan will be implemented to meet Greening Government commitments, with climate and decarbonization considerations embedded into fleet planning, decision-making, and governance processes. Together, these actions aim to position the organization as a leader in sustainable marine operations while reducing its environmental footprint.

Commitments:

• Implement the Canadian Coast Guard Roadmap to Climate Change Resilience through prioritized adaptation and mitigation actions in alignment with the Greening Government Strategy and the National Adaptation Strategy.
• Build efficiencies and reduce greenhouse gas emissions in operations.
• Develop a plastic circular economy for floating aids to navigation where new plastic buoys are manufactured using polyethylene recovered from existing waste buoy stockpiles.
• Continue collaborative studies to enhance the decarbonization efforts of the organization.
• Implement the Operational Fleet Decarbonization Plan to support Greening Government commitments.
• Integrate climate and decarbonization considerations into fleet planning, decision-making and governance processes.

Objective 4: Ensure that shore-based assets are available, capable, and reliable

The Shore-Based Asset Readiness (SBAR) Program is responsible for ensuring that non-fleet assets are available, capable, and reliable to deliver CCG programs. It manages assets through life cycle investment planning, engineering, acquisition, maintenance, and disposal services.

The CCG’s shore-based and ship-based assets include fixed and floating aids to navigation, aural and radar aids, and long-range marine aids. They also include the electronic communication and navigation systems delivered through a network of radar, microwave dishes, radios, as well as information technology tools relying on more than 300 remote installations. Search and rescue stations as well as marine environmental and hazards response physical assets used for spill containment, collection, and storage, bases are also part of the assets managed by the SBAR Program.

The organization is prioritizing infrastructure development and modernization to strengthen marine safety and operational capabilities. This includes establishing design contracts for marine safety centres and upgrading Marine Communications and Traffic Services assets. Additionally, efforts will focus on refurbishing and replacing Marine Environmental and Hazards Response assets, as well as vehicles and lifting equipment essential for CCG programs.

Looking ahead, the CCG’s efforts emphasize infrastructure enhancement and the integration of advanced technologies to support future fleet operational requirements. These improvements aim to ensure readiness for innovative solutions and evolving requirements, reinforcing the organization’s commitment to safety, maritime security, efficiency, and environmental protection across Canada’s marine network.

Commitments:

• Establish design contracts for the infrastructure at Port Renfrew’s Marine Safety Centre.
• Continue upgrades and improvements to Marine Communications and Traffic Services assets.
• Refurbish and replace Marine Environmental and Hazards Response assets.
• Refurbish and replace vehicles and lifting equipment for Canadian Coast Guard programs.
• Enhance infrastructure and technologies in support of future fleet operational requirements and innovative technologies employed.

Strategic pillar 3: Services

Objective 1: Protect the marine environment and mariners by taking on a leadership role in the management of on-water incidents in a multi-partner landscape

The CCG plays a leadership role in the national network of marine environmental and hazards responders by maintaining a high degree of preparedness to respond to marine pollution emergencies, and to mitigate the risks posed by hazardous vessels in Canadian waters. As first responders, CCG employees work with polluters and partners, including Indigenous and coastal communities, provinces and territories, response organizations, and other government departments at all levels to plan and coordinate responses to marine pollution incidents and other hazards posed by vessels.

The CCG is advancing its marine pollution response capabilities through comprehensive, integrated, multi-partner planning and response coordination. Key actions include finalizing eight integrated marine pollution response plans developed collaboratively with partners and informed by science, Indigenous knowledge, and operational experience. A national schedule will be established to prioritize additional plans for the next cycle, supported by a report capturing lessons learned, challenges, and opportunities from the first planning cycle.

To ensure operational readiness and consistency, the CCG will enhance training, acquire specialized equipment, and develop resources for managing hazardous and noxious substance incidents. National mission standards will be introduced to integrate hazardous substance considerations and guide interoperable emergency management across programs and regions. Additional priorities include defining aerial observation requirements for CCG programs, reinforcing interdepartmental coordination for on-water incidents, and improving maritime security readiness in a complex, multi-partner environment.

Commitments:

• Finalize eight integrated marine pollution response plans co-developed with planning partners and informed by science, Indigenous Knowledge, and operational experience.
• Develop a national schedule to prioritize the development of additional integrated marine pollution response plans for the next planning cycle.
• Produce a national report capturing regional and national lessons learned, challenges, and opportunities from the first cycle of integrated marine pollution response planning in order to determine how to incorporate the delivery of a broader range of services and support community resilience efforts into this planning.
• Advance training and equipment acquisition and develop program resources to strengthen employee safety and facilitate effective coordination in the management of marine incidents involving hazardous and noxious substances.
• Develop national mission standards for marine responses and emergency management to guide consistent, interoperable operational program delivery across programs and regions.
• Integrate Hazardous and Noxious Substances project notions into the Marine Environmental and Hazards Response program and marine area response planning.
• Define the Canadian Coast Guard Response aerial observation requirements to support Search and Rescue, Marine Environmental and Hazards Response, Monitoring and Compliance, and Incident and Emergency Management programs.
• Strengthen and maintain interdepartmental coordination mechanisms for on-water incidents and maritime security.
• Enhance maritime security readiness to respond to incidents in an evolving multi-partner environment.

Objective 2: Ensure program readiness by adapting in an evolving operating context to continue providing services that support economic competitiveness, marine safety and security, and the protection of our oceans

The CCG is mandated to support the safe, economical, and efficient movement of ships in Canadian waters. The organization ensures the delivery of programs and services such as marine communications and traffic services, aids to navigation, waterways management, and icebreaking.

To ensure operational readiness in the entirety of its area of responsibility, the CCG needs the right resources at the right place and the right time. The organization maintains contribution agreements with CCG Auxiliary organizations, which include 4,000 volunteers who have access to vessels and training and contribute to the safety of Canadian waters by responding to search and rescue incidents and marine spills.

The CCG is working to strengthen its response capabilities through risk-based planning and technological innovation. This includes continuing national reviews of maritime search and rescue delivery to assess areas cyclically and mitigate emerging marine risks. The organization will also explore the use of large drone systems and leverage artificial intelligence to improve and streamline program delivery, addressing challenges posed by increasing vessel traffic, new trade corridors, and greater accessibility to remote areas due to climate change and resource development.

To enhance readiness and resilience, the CCG intends to adopt a targeted incident management team approach and expand partnerships with First Nations, Inuit, and Métis through programs and training that support community resilience, reinforcing preparedness for emerging hazards and threats. The governance structure and readiness frameworks will also be strengthened to maintain service continuity in a changing environment, while readiness measures will be tracked and reported to align with the organization’s evolving mandate. These initiatives aim to enhance operational efficiency, adaptability, and safety across all response programs.

Commitments:

• Continue to implement the Risk Analysis of Maritime Search and Rescue Delivery reviews nationally to assess search and rescue areas cyclically and support timely mitigation of emerging marine risks.
• Explore and develop options to use large drone systems across the Canadian Coast Guard Response programs.
• Explore and develop options to leverage artificial intelligence to improve, streamline, and manage the delivery of Canadian Coast Guard Response programs as the number of vessels increases, new trade corridors open up, and remote areas become more accessible due to climate change and resource development.
• Ensure the Canadian Coast Guard remains prepared to respond to emerging hazards and threats by moving from an employee awareness-based inventory to a targeted incident management team focus.
• Continue to implement the Indigenous Community Boat Volunteer Program to increase community resilience and support self-determination, and support Indigenous communities’ participation in the marine safety response system through partnerships with the Canadian Coast Guard Auxiliary.
• Strengthen governance and readiness structures to support service continuity in an environment of change.

Objective 3: Advance digitalization across the organization and modernize marine navigation services to increase efficiency of vessel traffic, enhance marine safety, and facilitate data and information sharing with partners and stakeholders

There is a pressing need for Canada to modernize marine navigation services, and the CCG is working towards this objective along with key partners such as Transport Canada and the Canada Border Services Agency. The modernization of marine navigation services will not only help the ocean economy improve its resilience to external shocks, it will also bolster Canada’s maritime domain awareness and its ability to maintain its sovereignty over the growing economic activity happening in its exclusive economic zone.

The CCG is upgrading iFleet and Common Core systems to a modern platform for better data capture and reporting, implementing e-navigation solutions, and preparing for the implementation of a federal maritime single window approach that will enhance supply chain efficiency. These efforts will be complemented by ongoing engagement with interdepartmental partners and stakeholders to ensure the modernization of marine navigation services delivers broad benefits.

In addition, the CCG is strengthening its integrated operational readiness through the development of a communication portal for incident response in collaboration with Indigenous partners, while continuing to advance fleet and operational data systems. Together, these initiatives aim to strengthen governance, improve interoperability, and position the organization for future operational demands.

Commitments:

• Advance modernization of fleet and operational data systems.
• Upgrade the iFleet and Common Core operational systems to a modernized platform to facilitate data capture and reporting and adapt the fleet to evolving requirements leading to operational efficiencies.
• Advance digitalization and continue to implement e-navigation initiatives to support the modernization of marine navigation services and the long-term implementation of a federal maritime single window approach to increase supply chain efficiencies along Canadian waterways.
• Engage interdepartmental partners and stakeholders to advance the modernization of marine navigation services to deliver compounding benefits to the Canadian Coast Guard and its partners.
• Establish an enterprise safety analytics capability through modernized data governance and advanced analytical tools to support predictive risk intelligence, strengthen executive visibility, and enable interoperable decision-making across fleet and shore operations.
• Build capability to support integrated operational readiness through the development and deployment of the Communication Portal for Integrated Incident Response in collaboration with Indigenous partners.

Strategic pillar 4: Governance

Objective 1: Strengthen national processes, procedures and systems to support decision-making and the efficient and effective delivery of programs and services

The CCG’s front-line personnel often need to take quick action in the field. Having nationally consistent standards, methods, procedures, and systems provides clarity around decision-making, enhances the effectiveness of program and service delivery across the country, and provides a framework that fosters future-looking strategic thinking. While constantly supporting long-term strategic goals, the CCG manages its budget throughout the fiscal year and realigns funding with shifting priorities.

With the transition to DND, the CCG is currently reviewing its Special Operating Agency framework agreement and developing a new governance model that will allow the organization to function seamlessly through the intradepartmental governance interdependencies and will maximize operational synergies. In parallel, the CCG is also committed to upgrading the asset configuration management system, aligning financial practices with DND, and improving oversight of major initiatives.

Additional priorities include reinforcing emergency management with a defined system, updating search and rescue manuals to align with international standards, creating national program standards with performance metrics, and implementing a risk management framework for pollution response and hazardous vessel remediation.

Commitments:

• Continue the modernization of the asset configuration management system.
• Advance the alignment of the Canadian Coast Guard’s financial management practices with the Department of National Defence’s processes and procedures.
• Improve the governance and visibility of major horizontal initiatives involving the Canadian Coast Guard.
• Establish a safety governance and publication hub.
• Ensure organizational readiness to support charge approval and prosecution under the Canada Shipping Act, 2001 and the Wrecked, Abandoned or Hazardous Vessels Act.
• Establish operational procedures and accompanying training tools to support Pacific North Coast First Nations’ effective participation in the Northern Shelf Bioregion Marine Incident Preparedness, Response, and Recovery Framework.
• Review and revise the Canadian Aeronautical and Maritime Search and Rescue Manual to maintain alignment with the International Aeronautical and Maritime Search and Rescue Manual.
• Develop a national Search and Rescue program standards manual that includes performance metrics.
• Establish a national risk management framework for marine pollution response and hazardous vessel remediation.

Objective 2: Engage and collaborate with internal and external partners and stakeholders to advance the Canadian Coast Guard's mandate and Government of Canada priorities

The CCG serves many different groups, organizations, and stakeholders pursuing varied goals. It collaborates internally and externally with partners and stakeholders through several engagement mechanisms to advance its mandate and Government of Canada priorities.

The National Marine Advisory Board serves as a permanent forum for discussion between the CCG’s Commissioner and Canada’s shipping industry. Discussions are focused on the needs of the marine transportation sector, the CCG’s strategic plans and priorities, and the services that the CCG provides.

The Regional Marine Advisory Boards bring together the CCG and industry to discuss issues related to operations, planning, and services in specific regions. The discussions are co-led by Assistant Commissioners and regional representatives from the industry.

The CCG participates internationally in three regional coast guard fora and one global coast guard forum, namely the Arctic Coast Guard Forum, the North Atlantic Coast Guard Forum, and the North Pacific Coast Guard Forum, as well as the Coast Guard Global Summit. These multilateral fora bring together coast guard and maritime organizations from relevant regions to share expertise and best practices in support of a safer and more secure marine environment. The CCG also contributes to other multilateral fora, including the Emergency Prevention, Preparedness, and Response Working Group of the Arctic Council where it leads Canada’s participation as head of delegation and currently serves as international vice-chair.

The CCG represents Canada at the International Organization for Marine Aids to Navigation and advocates for all matters related to the country’s aids to navigation, vessel traffic services, and e-navigation systems. This involvement ensures that the CCG can influence international harmonization of aids to navigation, support safe and efficient vessel movement, and promote environmental protection worldwide.

This year, the CCG is committed to strengthening interoperability with DND by aligning safety frameworks. In parallel, the organization will also work at developing a joint governance framework to operationalize the Canada–US Coast Guard memorandum of understanding. In addition to these efforts, the CCG will enhance community resilience through partnerships with Indigenous governments, communities, and organizations, co-develop frameworks for hazardous vessel management and community-based emergency response capacity, and strengthen partnerships to support service delivery and security readiness.

Commitments:

• Enhance the Canadian Coast Guard’s civilian-defence interoperability by advancing collaborative safety and risk governance frameworks with the Department of National Defence, North Atlantic Treaty Organization partners, academia, and innovation stakeholders.
• Develop and operationalize a joint framework translating the Canada–USCG Umbrella memorandum of understanding into actionable governance, annex templates, and a three-year engagement plan.
• Enhance community resilience by strengthening the collaborative partnership with Heiltsuk Nation’s Marine Emergency Response Team and support their self-determination through a pilot agreement seeking to integrate the team as a third-party responder into the federal marine preparedness and response system.
• Engage with Indigenous governments, communities, and organizations to co-develop a framework for addressing hazardous vessels, and to identify and advance potential pilot initiatives.
• Work with Indigenous partners and the Canadian Coast Guard Auxiliary to support the development of community-based marine emergency response capacity that contributes to Canada’s overall resilience by communities, for communities.
• Strengthen interdepartmental and regional partnerships to support service delivery and security readiness.

Objective 3: Uphold Crown obligations, including Treaty and legislative commitments, to First Nations, Métis, and Inuit in the domain of marine safety

Meaningful relationships, dialogue, and collaboration with Indigenous partners are part of the foundation of the CCG’s work, particularly through national and regional governance structures that promote the ongoing exchange of information and discussion of shared objectives.

The CCG contributes to building meaningful and long-term relationships with Indigenous partners by supporting the negotiation of Reconciliation agreements, arrangements, and frameworks reflecting First Nation, Inuit, and Métis rights and Crown obligations. The CCG continues to engage and collaborate with Indigenous partners to provide communities with resources to develop knowledge, train personnel, and acquire equipment to support their active participation in the marine safety system.

The CCG is working to implement the United Nations Declaration on the Rights of Indigenous Peoples Act, which enshrines in Canada’s legislative framework the rights for the survival, dignity, and well-being of Indigenous Peoples. This is an important step in strengthening relationships between the CCG and First Nations, Inuit, and Métis peoples. The organization is also committed to implementing the Inuit Nunangat Policy, endorsed by the Inuit-Crown Partnership Committee, which recognizes the unique priorities and interests of Inuit across the country.

Consultation and collaboration with Indigenous governments, communities, and organizations is key to ensuring the safety and protection of the marine environment, including addressing concerns raised in relation to proposed major resource and infrastructure projects that will generate more maritime traffic and increase the risks of marine pollution incidents. This fiscal year, the CCG will support negotiations to ensure that the implementation of the CCG’s new maritime security responsibilities respect the rights of Inuit, First Nations, and Métis, and that it involves them in the marine safety and security system. The Arctic Strategy will continue to guide efforts to ensure safety, increase environmental protection, and improve infrastructure in the Arctic region with an emphasis on partnerships with Indigenous governments, communities, and organizations, sustainable development, and strengthening Canada’s sovereignty in the North.

Commitments:

• Engage and consult with First Nations, Inuit, and Métis regarding the implementation of maritime security services in the Canadian Coast Guard.
• Support the negotiation and implementation of Reconciliation agreements, arrangements, and frameworks reflecting First Nation, Métis, and Inuit rights and Crown obligations, which build meaningful and long-term relationships with Indigenous partners to empower communities with resources to develop knowledge, personnel, training, and equipment to enable their participation in the marine safety system.

Regional overview

While the CCG plans and sets program policies at a national level to ensure consistency in service delivery, regional fleet and shore-based personnel deliver the CCG’s operational mandate on the ground, in the air, and on the water in CCG regions. The delivery of programs and services takes into consideration unique regional realities such as relationships with Indigenous Peoples, marine stakeholders, territorial and provincial governments, climate, geography, and other regional factors.

Building and maintaining positive, respectful relationships with Métis, First Nations, and Inuit based on recognition of rights and support for self-determination is an essential component of work at all levels in the regions. The CCG operates in contexts of significant heritage, social, and ecological value, and Canada is home to ecosystems of great biological richness that must be preserved.

Arctic Region

The CCG’s Arctic Region encompasses all of Inuit Nunangat, the Yukon North Slope, the Northwest Territories, and the marine regions of Hudson Bay and James Bay. With 162,000 km of coastline, the Canadian Arctic represents a challenging operating environment. Over 120 dedicated members work to bring services to the CCG’s newest stand-alone region, which was established in 2018.

Domestic and international interest in the Canadian Arctic continues to rise, and the region is home to a young population living in fast-growing remote communities. As the most visible federal presence in the Arctic, the CCG supports and safeguards the expression of Canada’s enduring sovereignty in the region. This presence supports year‑round readiness, safe navigation, and maritime domain awareness, contributing directly to Canadian sovereignty in an increasingly active and complex Arctic environment. As Arctic waterways become increasingly accessible, the region is emerging as a strategic corridor for domestic and international marine traffic, research activity, and resource development. To strengthen its contribution to the Arctic’s security and prosperity, the CCG continues to improve maritime domain awareness and works with security partners in this complex region that is currently facing geopolitical tensions and heightened interest from foreign and non-state actors.

Increased activity in the Arctic not only impacts marine safety, it also affects wildlife, a critical source of food security for northern communities, as well as cultural and harvesting practices. The CCG works closely with Inuit, First Nations, Métis, and Northern partners to implement service delivery in a way that considers the realities and needs of Arctic communities. This collaboration supports the integration of Indigenous knowledge and Inuit Qaujimajatuqangit into planning and operational decision-making and helps ensure services are delivered in a culturally appropriate and locally informed manner. This includes enhancing local incident response capacity for marine environmental response and search and rescue through training, exercising, and small craft certification; leveraging assets from the Indigenous Community Boat Volunteer Program and Marine Environmental and Hazards Response Program; and expanding the Arctic Marine Response Station in Rankin Inlet, Nunavut.

Endorsed by the Inuit-Crown Partnership Committee, the Inuit Nunangat-DFO and CCG Arctic Region Committee is the formal co-developed mechanism between the Department and Inuit since 2021. Its terms of reference will be reviewed in 2026-27 to reflect DFO and CCG as now distinct departments, including considerations for the future of the Committee after the CCG’s transition to DND. This committee provides a structured forum for dialogue, coordination, and shared oversight of priorities affecting Inuit Nunangat. Regional governance frameworks are also being developed with Inuit, First Nations, and Métis governments and organizations to guide collaborative engagement and decision-making on program and service priorities and to provide a platform for effective communication and coordination with Indigenous Peoples throughout the Arctic Region.

Climate change is severely impacting the Arctic, transforming northern landscapes and ecosystems. One of the most visible impacts is melting multi-year sea ice, causing ice unpredictability, open waterways, increased vessel traffic, competition for natural resources, and heightened risks in uncharted waters. With remote and culturally sensitive areas becoming accessible due to melting ice, there is a growing demand for the CCG’s programs and services, particularly icebreaking and humanitarian assistance. These changes are occurring in an environment with limited infrastructure, vast distances, extreme weather, and a short operational season, all of which present significant logistical and operational challenges. Changes in weather and land conditions are also creating food, housing, and energy security concerns.

The CCG Arctic Region is committed to implementing the Inuit Nunangat Policy, which recognizes Inuit Nunangat as a distinct region and ensures Inuit across Canada are considered in federal policies, programs, and services. The CCG Arctic Region is also working towards the development of the Northern Recruitment and Retention Strategy, to be published in spring 2026-2027, in collaboration with Inuit, First Nation, and Métis partners to address Northern employment barriers and ensure hiring obligations under the Nunavut Agreement, Modern Treaties, and Land Claims Agreements are met. The strategy will reflect Northern realities and explore potential short-, medium-, and long-term actions for consideration.

Atlantic Region

The CCG’s Atlantic Region encompasses the provinces of Nova Scotia, New Brunswick, Prince Edward Island, and Newfoundland and Labrador. The region includes over 29,000 km of shoreline, 2.5 million km2 of continental shelf, and 5 million km2 within the Northwest Atlantic Fisheries Organization Regulatory Zone. Over 2,100 committed CCG members support, enable, and deliver the region’s programs and services, which help ensure safe and efficient waterways.

The CCG has a strong presence in the Atlantic Region and a long history of working with members and leaders from coastal communities and Indigenous governments, communities, and organizations. Community and stakeholder engagement remains a priority and the region participates in many decision-making tables at the regional, national, and international levels, contributing to discussions on topics such as the protection of the marine environment and the safety of life at sea.

The expanse and diversity of the Atlantic Region’s operational area create unique challenges for operations, such as a harsh and remote environment consisting of rocky shoals extending over 30 km out to sea, which can make navigation treacherous, as well as severe weather and sea state conditions. In addition to these challenges, the region faces the complexity of operating in multiple provinces and jurisdictions, while ensuring consistent and uninterrupted services are delivered to a broad scope of clients and partners.

The Atlantic Region plays an important role in fisheries decisions and provides vessels for the delivery of the DFO science programs. The region also plays an important role in the protection of the endangered North Atlantic right whale, and is responsible for the implementation of vessel traffic management measures in support of the marine mammals. Working alongside the Central Region, the Atlantic Region monitors vessel traffic compliance in the Gulf of St. Lawrence’s speed restriction zones set out by Transport Canada.

In recent years, the Atlantic Region has experienced an increasing amount of tropical and post-tropical hurricane and storm activity. As the region continues to deliver its usual services, such as search and rescue and aids to navigation, it must also consider the heightened risks to public safety and infrastructure. The Atlantic Region has coordinated relief efforts in response to numerous climatic events, including the response to Hurricane Fiona, wildfires, and flooding. The region’s employees are prepared to act quickly to support impacted communities, but more demand for CCG’s services is presenting new challenges to surmount.

Warmer temperatures in the Arctic are also having an impact on the Atlantic Region as melting Arctic ice can move southward into Atlantic Region waters. This is creating a high degree of uncertainty for the Icebreaking Program, and these increasing pressures emphasize the need for positive client relationships for program service delivery related to ferry services, commercial shipping, and the fishing industry. The Atlantic Region continually works with industry partners to ensure icebreaking needs are prioritized and waterways are accessible.

Central Region

The CCG’s Central Region covers the Great Lakes and their connecting channels, as well as the St. Lawrence River to the Gulf of St. Lawrence. The St. Lawrence River and Great Lakes system allows maritime movements benefiting millions of people in this geographical area who receive goods by sea. It is a vital transportation network for goods traded between North America and more than 59 overseas markets. The region boasts more than 100 active commercial ports and wharves that represent $66.1 billion in total economic activity and 256,858 jobs in Canada and the United States. The Central Region has over 1,600 members providing essential services to this critical area, many of whom are bilingual, working in both French and English.

Finding candidates with the skills and qualifications required to work for the CCG is challenging in the Central Region, particularly in a context of labour shortage and high demand for qualified bilingual workers. To overcome this challenge, the region has implemented a plan to attract new talent, support knowledge transfer, and to develop and retain employees.

The Central Region has a large number of Indigenous communities and organizations throughout Ontario and Quebec. The region is working with these communities and organizations to address a wide range of priorities and concerns related to the CCG’s mandate.

Climate change impacts on the Central Region can include warmer winter temperatures that result in reduced ice formation and an extended navigation season. Other years, severe winters occur with significant ice presence. Both of these scenarios increase the complexity of operations and the demand for navigational assistance and icebreaking services by the Canadian Coast Guard. Cyclically fluctuating water levels influenced by climate change pose a challenge to ports that enable billions of dollars in trade and increase pressure on waterway maintenance programs. As part of the federal-provincial agreement of the St. Lawrence Action Plan, the Central Region participates in various intergovernmental committees to ensure a sustainable use of the water and to integrate climate change concepts into commercial navigation and environmental response activities.

The Central Region has the responsibility to work cooperatively with the United States Coast Guard in the Great Lakes and St. Lawrence Seaway to provide essential icebreaking capabilities in this zone of great economic importance.

Western Region

The CCG’s Western Region covers a large landmass including the four western provinces and part of the Yukon Territory, including 27,000 km of rugged coastline. The climate allows for a high volume of year-round marine activity and vessel traffic, as there is not a significant change in on-water seasonality, and sea ice is non-existent. In response to this high activity throughout the year, the Western Region has developed enhanced marine domain awareness to better anticipate, prepare, and respond to emerging hazards. The CCG has international search and rescue obligations in a zone stretching out to the mid-Pacific. Approximately 1,400 members in the Western Region are dedicated to implementing CCG programs and services.

The CCG’s fleet plays an important role in the Western Region by providing platforms to support science programs, some of which are related to the protection of the iconic Pacific salmon. A first-of-its-kind marine mammal desk was also established at the Victoria Marine Communications and Traffic Services centre to assist in the protection of the Southern Resident killer whale and other aquatic mammals.

The Western Region works closely with Indigenous communities as partners in the marine safety system and operates in a highly complex environment, reflecting multiple overlapping traditional territories and a large number of modern treaty and self-government agreements. The region’s planning, training, and engagement efforts with Indigenous communities have been instrumental in achieving positive outcomes during marine incidents.

Proponents are planning or implementing numerous major projects in the region, including the expansion of existing port facilities, as well as resource and infrastructure projects in the energy sector, which could involve provincial and Indigenous partners to assess the potential impacts of these major resource projects.

One of the Western Region’s priorities is its people. Significant efforts are being put into attracting and retaining a diverse workforce in a very competitive environment with a high cost of living.

Climate change is impacting the Western Region with increasing occurrences of natural disasters such as wildfires and flooding, with provincial and municipal partners calling on the CCG for assistance to respond to these events. Since 2022, the region has provided assistance in suppressing wildfires by supporting the management, operations, and administrative activities of the incident command posts, by providing a maritime staging facility for firefighting equipment and helicopters, and by assisting restricted remote coastal communities. Similar demands for the CCG’s support are expected to continue in the future as the impacts of climate change intensify.

Annex A: Canadian Coast Guard commitments

Table 1: Commitments to address Strategic pillar 1: People

Table 2: Commitments to address Strategic pillar 2: Assets

Table 3: Commitments to address Strategic pillar 3: Services

Table 4: Commitments to address Strategic pillar 4: Governance

Annex B: Canadian Coast Guard risk profile

Risk management is a crucial component of all areas of the CCG’s daily business. Identifying risks allows for informed decision-making related to planning, resource allocation, program management, performance reporting, and priority setting. While it is impossible to avoid all future problems, it is possible to choose which risks can be tolerated, and which risks should be mitigated. Risk management within the CCG also recognizes that informed, proportional risk‑taking enables innovation, resilience, and improved service delivery.

In June 2024, the CCG’s risk profile was reviewed and updated based on senior management feedback received in the prioritization exercise. The CCG identified nine distinct risk areas, in addition to the two CCG-led DFO risk areas: Emergency Management and Fleet Assets.

The CCG risk profile is comprised of the following elements:

• Risk statement – A description of an event and the potential impact (positive or negative) of that event on achieving an organization’s objectives. Example: If (event) occurs, the consequences could result in (negative impact).
• Risk driver – An internal or external circumstance that is contributing to or driving the risk.
• Risk mitigation – Methods or courses of action designed to reduce or eliminate the potential negative impact of a risk or hazard.

A CCG risk prioritization exercise was completed, and the 9 risks were ranked, along with their associated statements. A weighted calculation method was used to determine the ranking order, where items ranked higher on the scale received higher values, and items ranked lower on the scale received lower values. The top three risk areas for the CCG remain the same as last year:

• Operational Personnel – Having certified operational personnel, including seagoing and shore-based personnel, in order to maintain assets, and deliver programs and services.
• Operationalization of Future Fleet – Having the infrastructure and personnel to operate the future fleet.
• Fleet Assets – Having the capacity to simultaneously coordinate the increasingly complex planning, maintenance, renewal, replacement and greening of the fleet while maintaining full operational capabilities.

Risk statements, drivers, and mitigations are listed in the table below.

Table 5: Risk areas, statements, drivers, and controls