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Supplementary Information Tables - Departmental Plan

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Departmental Sustainable Development Strategy

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Context

Although the Canadian Space Agency (CSA) is not subject to the Federal Sustainable Development Act and is not required to develop a full Departmental Sustainable Development Strategy (DSDS), it supports the principles of the Federal Sustainable Development Strategy (FSDS) by adhering to the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada's efforts to promote environmental stewardship. In accordance with the objectives of the Policy, the CSA supports sustainable development by integrating environmental performance considerations into the procurement decision-making process through the actions outlined in the "Greening Government" goal of the FSDS.

Commitments

By taking environmental considerations into account in their procurement decisions, the CSA supports the transition to a low-carbon economy's commitments and plans in support of the Greening Government goal are stated in its DSDS.

Integrating sustainable development

By the nature of its activities and mission, the CSA integrates environmental, social and economic issues into its daily operations. Specifically, the CSA supports sustainable development through the development and operation of Earth Observation satellites and related applications and research. They provide essential data and imagery for understanding the impacts of climate change and support public sector needs and requirements for innovation, science, and international collaboration in key areas such as the environment, agriculture, national security, natural resources, energy, healthcare and the North. By enabling the monitoring and protection of the environment and better management of natural resources, they help ensure the safety and security of Canadians and the international community.

Through this work, the CSA supports the following objectives of the FSDS: "Effective action on climate change," "Healthy coasts and oceans", "Pristine lakes and rivers," "Sustainably managed lands and forests" and "Safe and healthy communities."

In order to broaden the scope of its actions and ensure that its decision-making process takes into account the objectives and targets of the FSDS, the CSA plans to intensify its efforts to integrate sustainable development into its internal management practices, real property operations and procurement through a Strategic Environmental Assessment (SEA), which will include an environmental impact analysis of proposed policies, plans and programs, as well as the objectives and targets of the FSDS.

Greening Government: The Government of Canada will transition to low-carbon, climate resilient, and green operations

FSDS Goal: Greening Government
FSDS target(s) FSDS contributing action(s) Corresponding departmental action(s) Contribution by each departmental action to the FSDS goal and target Starting point(s)
Performance indicator(s)
Target(s)
Program(s) in which the departmental actions will occur
1.:Actions supporting the Goal: Greening Government and the Policy on Green Procurement 1.1.: Departments will use environmental criteria to reduce the environmental impact and ensure best value in government procurement decisions

1.1.1.: Establish the current situation for goods and services purchased:

  • Analyze procurement patterns to identify the main goods and services purchased and their environmental impacts.;
  • Set departmental targets to reduce the environmental impact on the most relevant goods and services.

FSDS: These actions will help to support the FSDS goal on greening government by reducing the Government of Canada's GHG emissions intensity from goods and services purchases and ensure best value in government procurement decisions.

Also, incorporating green procurement environmental considerations into purchasing decisions are expected to encourage suppliers to reduce the environmental impact of the goods and services they deliver, and in their supply chains.

Finally, including environmental considerations into CSA procurement instruments, management processes, controls and tools will contribute to transitioning to a low-carbon economy, in addition to supporting the Policy on Green Procurement.

UN SDG: 12: Responsible consumption and production.

12.7: Promote public procurement practices that are sustainable, in accordance with national policies and priorities.

  • Starting point: Baseline data not available
  • Performance indicator: Departmental targets are identified.
  • Target: By Table note 1, departmental targets are identified.
Internal Services
1.1.2.:Implement a Green Procurement Directive to structure the integration of environmental considerations into our procurement processes.
  • Starting point: .
  • Performance indicator: Date of implementation of the Green Procurement Directive
  • Target: Green Procurement Directive ready to be implemented by the end of Table note 2.
1.1.3.: Integrate environmental considerations into contracts and controls, as well as common-use procurement instruments.
  • Starting point: Baseline data not available.
  • Performance indicator: Percentage (%) of contracts which include environmental considerations (e.g., reduce, reuse, or include environmental criteria).
  • Target: 50% of contracts will include environmental considerations by .
1.1.4.: Include criteria that address carbon reduction, sustainable plastics and broader environmental benefits into procurement for goods and services with environmental impacts.
  • Starting point: Baseline data not available.
  • Performance indicator: Percentage (%) of requests for proposals that include environmental criteria.
  • Target: 25% of requests for proposals will include environmental criteria by Table note 3.
1.2.: Support for green procurement will be strengthened, including guidance, tools and training for public service employees 1.2.1.: Ensure that decisions makers, credit card holders, material managers, and employees with procurement and contracting responsibilities undergo compulsory Green Procurement training.

FSDS: This will ensure that the environmental impact considerations are integrated through procurement processes, and that employees are incentivized to using goods and services that have low environmental impacts.

UN SDG: 12: Responsible consumption and production.

  • Starting point: 100% of procurement officers and credit card holders had taken the Canada School Public Service (SCPC) Green Procurement Course (C215) ()
  • Performance indicators:
    • Percentage (%) of procurement officers and materiel management functional specialists that have taken the C215 course;
    • Percentage (%) of all acquisition card holders that have taken the C215 course.
  • Targets:
    • Starting in , 100% of new procurement officers and material management will take the C215 course;
    • Starting in , 100% of new acquisition card holders will be required to complete the C215 course in order to receive a card.
1.3.: Departments will adopt clean technology and undertake clean technology demonstration projects.

1.3.1.: CanmetENERGY Varennes and the CSA have developed an operational innovation proposal, a collaborative and experimental project under the Greening Government Fund.

(see FSDS contributing action 2.3.)

FSDS: Actions by individual departments that incentivize, support, or procure state-of-the-art innovative clean technologies will contribute to lower the environmental footprint of the government operations while contributing to the success of clean-tech businesses in Canada.

UN SDGs:

  • Starting point: The project started in .
  • Performance indicators:
    • Approval of the Greening Government Fund;
    • Implementation of the Clean-tech partnership;
    • Date the project is implemented and data is available for analysis (see FSDS contributing actions 2.2.).
  • Target: The experimental project is implemented by the end of .
2.: Reduce greenhouse gas emissions from federal government facilities and fleets by 40% by (with an aspiration to achieve this target by ) and 80% below levels by (with an aspiration to be carbon neutral). 2.1.: All new buildings and major building retrofits will prioritize low-carbon investments based on integrated design principles, and life-cycle and total-cost-of-ownership assessments which incorporate shadow carbon pricing.

2.1.1.: In order to decarbonize its property portfolio, the CSA will:

  • Complete a carbon-neutral evaluation of the David Florida Laboratory, the portfolio's second major building;
  • Establish and develop the implementation strategy for the measures identified in the headquarters' carbon neutrality study;
  • Continue to disclose and monitor its GHG emissions and energy consumption for each facility using the RETScreen software.

FSDS: All of these actions will allow the CSA to reduce its GHG emissions related to the operation of its building portfolio and to invest in low-carbon renovations. Thus, the CSA will contribute to the reduction of total GHG emissions related to the operation of federal buildings and ensure that the reduction targets set by the Government of Canada are met.

UN SDGs:

  • Starting points:
    • Total GHG emissions for (base year): 2.413 ktCO2eTable note 4;
    • Total GHG emissions for facilities in (base year): 2.413 ktCO2e;
    • Total GHG emissions for fleet in (base year): 0 ktCO2e.
  • Performance indicators:
    • Facilities
      • GHG emissions from facilities in the current reporting fiscal year = [Y] ktCO2e;
      • GHG emissions from facilities in base year = [X] ktCO2e;
      • Percentage (%) change in GHG emissions from facilities from base year to current reporting fiscal year = [(1–Y)/X]%
    • Fleet
      • GHG emissions from fleet in current reporting fiscal year = [Y] ktCO2e;
      • GHG emissions from fleet in base year = [X] ktCO2e;
      • Percentage (%) change in GHG emissions from fleet from base year to current reporting fiscal year = [(1–Y)/X] %.
    • Clean technology project
      • Percentage (%) change in GHG emissions at the CSA's Space Centre from fiscal year prior to the project () and the implementation fiscal year ()Table note 5;
      • Percentage (%) change in natural gas consumption in cube meters (m³) at the John H. Chapman Space Centre from fiscal year prior to the project () and the implementation fiscal year ();
      • Percentage (%) change in electricity consumption (kWh) at the John H. Chapman Space Centre from fiscal year prior to the project () and the implementation fiscal year ();
      • Percentage (%) change in energy consumption (GJ) cost at the CSA's Space Centre from fiscal year prior to the project () and the implementation fiscal year ().
  • Target: 40% reduction in total GHG emissions from CSA facilities and fleets from levels by , with an aspiration to achieve it by .
2.2.: Fleet management will be optimized, including by applying telematics to collect and analyze vehicle usage data on vehicles scheduled to be replaced.

2.2.1.: CSA will take actions to decarbonize its fleet by:

  • Purchasing hybrid or zero-emission vehicles (ZEVs) when replacing a vehicle;
  • Optimizing its fleet management decision with data collection and the use of telematics.

FSDS: By replacing conventional gasoline vehicles with HEVs or hybrids, the CSA will help reduce total GHG emissions from federal operations.

UN SDGs:

2.3.: Departments will adopt and deploy clean technologies and implement procedures to manage building operations and take advantage of programs to improve the environmental performance of their buildings. 2.3.1.: The CSA will report on its clean technology project in collaboration with CanmetENERGY Varennes (RNCan), adopted to improve the environmental performance of CSA's Space Centre with advanced control strategies to optimize the controls of the heating, ventilation and air-conditioning (HVAC) systems. The goals are to reduce energy consumption and costs, peak electrical loads, natural gas usage and GHG emissions.

FSDS: Understanding and testing the range of applications for clean technology in building operations, will raise awareness about clean technology opportunities in the built environment and ultimately reduce greenhouse gas emissions and support more efficient production and consumption.

UN SDGs:

3.: Our administrative fleet will be comprised of at least 80% zero-emission vehicles by . 3.1.: Fleet management will be optimized including by applying telematics to collect and analyze vehicle usage data on vehicles scheduled to be replaced. 3.1.1.: Promoting the purchase of hybrid or ZEVs when replacing a vehicle in the CSA fleet.

FSDS: As conventional gasoline-powered vehicles are replaced over their lifetimes with ZEVs and the size of the fleet optimized, a greater proportion of CSA's fleet will be ZEVs. This will contribute to make the government's administrative vehicle fleet at least 80% ZEVs by .

UN SDGs:

  • Starting point:
    • In , 20% of the CSA's fleet was ZEVs or hybrid vehicles;
    • 100% of vehicles were connected via telematics;
    • 100% of new unmodified light administrative vehicle purchases from the fleet are ZEVs or hybrid.
  • Performance indicators:
    • Total number of vehicles in administrative fleet;
    • Percentage (%) of ZEVs in administrative fleet;
    • Percentage of annual administrative fleet purchases that are ZEVs or hybrid;
    • Percentage of vehicles logged via telematics.
  • Targets:
    • 75% of new light-duty unmodified administrative fleet vehicle purchases are ZEVs or hybrid;
    • 80% of the fleet is ZEVs or hybrid by ;
    • 100% of vehicles logged via telematics.
3.1.2.: Using telematics analysis as a decision-making tool when selecting a vehicle and optimizing fleet management.
3.1.3.: Promoting behavioural change to encourage eco-driving.
4.: By , departments have developed measures to reduce climate change risks to assets, services and operations. 4.1.: Increase training and support on assessing climate change impacts, undertaking climate change risk assessments and developing adaptation actions to public service employees, and facilitate sharing of best practices and lessons learned.

4.1.1.: The CSA is taking action to assess the wide range of climate change impacts that could affect its assets, services, and operations by conducting a climate change risk assessment. Measures will be developed according to results and recommendations.

Hence, the CSA will initiate discussions to see how climate change can be included in business continuity planning, departmental risk planning or equivalent processes, as well as integrating future climate change conditions and adaptation in projects starting with design, construction and operations aspects of real property or engineered asset projects.

FSDS: Factoring climate variability and change into policy, programs, and operations is one of the most important ways the government can adapt and be resilient to a changing climate.

UN SDG: 13: Climate action.

  • Starting point:
  • Performance indicators:
    • Completion of the departmental climate risk assessment;
    • Completion of the development of measures reduce risks related to assets, services and operations related to climate change.
  • Targets:
    • Climate risk assessment is completed by the end of ;
    • Climate change risk reduction measures are developed by the end of .
5.: Use 100% clean electricity by . 5.1.: Additional action 5.1.1.: The CSA will buy or participate in government initiatives to purchase megawatt hours of renewable electricity for its sites located where the electrical grids still emit carbon. The goal is for CSA to have 100% of its sites supplied by clean electricity.

FSDS: The use of clean electricity eliminates GHG emissions in jurisdictions where electricity generation is not from clean renewable sources.

UNSDGs:

  • Starting point: 96%Table note 6 clean electricity use in .
  • Performance indicators:
    • Electricity consumption in the year = [X] kWh;
    • Electricity consumption from non-emitting sources (including renewable energy certificates) in the year = [Y] kWh;
    • Percentage (%) of clean electricity = [Y/X]%.
  • Target: 100% clean electricity use by .
6.: Divert at least 75% (by weight) of non-hazardous operational waste from landfills by . 6.1.: Additional action

6.1.1.: The CSA is working to renew its waste management program to increase the rate of diversion of operational and plastic waste, by:

  • Testing new infrastructure for the collection of organic material by the end of at the head office;
  • Improve tracking and reporting of waste quantity and diversion rates by , including through the RETScreen software;
  • Continue the single-use mask recycling program in the context of the COVID‑19 pandemic.

FSDS: By tracking, diverting and reducing its waste, the CSA contributes to reduce scope 3 GHG emission created by waste generation, transportation and disposal. This also allows CSA to collaborate with its suppliers, thus contributing to the transition in the industry.

UN SDG: 12: Responsible consumption and production.

12.5: By , substantially reduce waste generation through prevention, reduction, recycling and reuse.

  • Starting points:
    • Facility 1:
      • Non-hazardous operational waste diversion rate is 36.81% for 54.29 tons of waste produced ()
    • Facility 2:
      • Non-hazardous operational waste diversion rate is 56.81% for 3.73 tons of waste produced ().
  • Performance indicator:
    • Percentage (%) by weight of non-hazardous operational waste diverted;
  • Target:
    • Diverting at least 75% by weight of non-hazardous operational waste from landfills by .
7.: Divert at least 75% (by weight) of plastic waste from landfills by . 7.1.: Additional action 7.1.1.: Continue efforts to include criteria in our procurement to reduce the purchase of plastic containers, and promote the use of more environmentally friendly and sustainable alternatives.
  • Starting points:
    • Facility 1:
      • Plastic waste diversion rate is 35.99% for 2.92 tons of waste produced ().
    • Facility 2:
      • Plastic waste diversion rate is 22.74% for 0.129 tons of waste produced ().
  • Performance indicator: Percentage (%) by weight of plastic waste diverted.
  • Target: Divert at least 75% (by weight) of plastic waste from landfills by .

Table notes

Table note 1

The initial target date was the end of . Due to delays caused by the COVID‑19 pandemic, the date has been changed to end of .

Return to table note 1 referrer

Table note 2

The initial target date was the end of . Due to delays caused by the COVID‑19 pandemic, the date has been changed to end of .

Return to table note 2 referrer

Table note 3

The initial target was 50% by the end of . Due to delays caused by the COVID‑19 pandemic, the date has been changed to end of with a target of 25%.

Return to table note 3 referrer

Table note 4

The number of kilotons of carbon dioxide equivalent (ktCO2e) for , initially 2.28 ktCO2e, was increased to 2.41 ktCO2e following the addition of one installation for which data was not yet available.

Return to table note 4 referrer

Table note 5

The initial target date was has been adjusted by one year, to allow sufficient data to be collected for an accurate analysis and conclusive results. As the winter period is critical to the project, data collection should continue beyond .

Return to table note 5 referrer

Table note 6

Initially 72%, this figure has been corrected to 96% following recalculations using a more accurate methodology.

Return to table note 6 referrer

Details on transfer payment programs

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3-year plan for Contributions under the Canada/European Space Agency (ESA) Cooperation Agreement

Contributions details under the Canada/European Space Agency (ESA) Cooperation Agreement.
Start date The renewed Agreement was signed on , and ratified on . The revised Terms and Conditions were approved in , and became effective on .
End date (end date of the Agreement)
Type of transfer payment Contribution
Type of appropriation Annually through Estimates
Fiscal year for terms and conditions The revised Terms and Conditions for the contributions, under the -30 Cooperation Agreement, were approved, and became effective in .
Link to departmental result(s) Canada's investments in space benefit the Canadian economy
Link to the department's Program Inventory Space Capacity Development
Purpose and objectives of transfer payment program Enhance Canadian industry's technological base and provide access to European markets for value-added products and services in the fields of Earth Observation (EO), telecommunications, navigation, space exploration and generic technological activities; foster the participation of Canadian academia in missions and make possible the demonstration of Canadian space technologies in European microgravity and space exploration missions and programs. This is achieved through a financial contribution by the CSA to ESA optional programs.
Expected results
  • Result: Science, research, and development opportunities
    • Performance indicator: Overall industrial return coefficient for Canada (ratio between the actual value of contracts awarded by ESA to Canadian organizations and the ideal value of contracts awarded by ESA to Canadian organizations).
  • Result: Space research and development advances sciences, technologies, applications and expertise
    • Performance indicator: Number of technologies having advanced their Technology Readiness Level (TRL) or Application Readiness Level (ARL).
  • Result: Canadian space sector competitiveness is increased
    • Performance indicator: Number of Canadian technologies / products that have flown and/or have been space-qualified as a result of Canada's participation in ESA.
Fiscal year of last completed evaluation
Decision following the results of last evaluation The CSA took into consideration the findings of the Program evaluation as part of its preparation for the ESA Ministerial Council .
Fiscal year of next planned evaluation
General targeted recipient groups Canadian space sector firms, universities and not-for-profit research organizations.
Initiatives to engage applicants and recipients The CSA will continue to actively consult the Canadian space sector (industry and academia) and Government of Canada organizations as part of the program selection process. More specifically, this will be done in preparation of Canada's participation to ESA's Ministerial Council.

Financial Information

Financial information for the Contributions under the Canada/European Space Agency (ESA) Cooperation Agreement
Type of
transfer payment

forecast spending

planned spending

planned spending

planned spending
Total contributions $50,864,000 $37,672,000 $38,165,000 $42,592,000
Total program $50,864,000 $37,672,000 $38,165,000 $42,592,000

3-year plan for Class Grant and Contribution Program to Support Research, Awareness and Learning in Space Science and Technology

Class Grant and Contribution Program details to Support Research, Awareness and Learning in Space Science and Technology
Start date
End date N/A — Ongoing program
Type of transfer payment Grant and Contribution
Type of appropriation Annually through Estimates
Fiscal year for terms and conditions
Link to departmental result(s)
  • Canada remains a leading space-faring nation
  • Space information and technologies improve the lives of Canadians
  • Canada's investments in space benefit the Canadian economy
Link to the department's Program Inventory
  • Space Utilization
  • Space Exploration
  • Space Capacity Development
  • Internal Services (Communications Services, Management and Oversight Services)
Purpose and objectives of transfer payment program

This program supports knowledge development and innovation in the CSA's priority areas while increasing the awareness and participation of Canadians in space-related disciplines and activities. The program has two components:

  1. Research
  2. Awareness and Learning

The Research Component aims to support the development of science and technology; foster the continual development of a critical mass of researchers and highly qualified people in Canada; and support information gathering and space-related studies and research pertaining to Canadian Space Agency priorities.

The Awareness and Learning Component aims to provide learning opportunities to Canadian students in various space-related disciplines; to support the operations of organizations dedicated to space research and education; and to increase awareness of Canadian space science and technology among Canadian students and their participation in related activities.

This Transfer Payment Program is composed of grants and non-repayable contributions.

Expected results

Research Component

  • Result: Increased knowledge from research projects in priority space S&T areas
    • Performance Indicator: Number of new and ongoing space science and technology initiatives (Announcement of Opportunity) and projects.
    • Performance Indicator: Number of completed space science and technology initiatives (Announcement of Opportunity) and projects.
    • Performance Indicator: Number of highly qualified personnel involved in space science and technology initiatives and projects.
  • Result: Maintained and/or increased space focus in universities, post-secondary institutions, and not-for-profit and for-profit organizations
    • Performance Indicator: Number of universities, post-secondary institutions and not-for-profit and for-profit organizations involved in financed projects.
  • Result: Partnerships established and/or sustained
    • Performance Indicator: Number and type of new partnerships created and sustained.
    • Performance Indicator: Number of research partnerships (national and international).
  • Result: Partners' contributions leveraged
    • Performance Indicator: Number of agreements leveraged funding.
    • Performance Indicator: Proportion of leveraged funds vs. grant/contribution funds.
  • Result: Access to international collaboration for Canadian organizations
    • Performance Indicator: Number of agreements leveraged by international funding.

Awareness and Learning Component

  • Result: Increased knowledge and skills in space-related disciplines among target audience
    • Performance Indicator: Number and type of learning events attended.
  • Result: Target audience reached through learning activities and materials related to science and technology
    • Performance Indicator: Number of persons reached by audience segments.
Fiscal year of last completed evaluation
Decision following the results of last evaluation Continuation
Fiscal year of next planned evaluation
General targeted recipient groups
  • Industry-related (e.g., for-profit businesses)
  • International organizations (e.g., non‑profit international organizations)
  • Persons (e.g., students)
  • Non-profit organizations (e.g., universities, research institutions)
Initiatives to engage applicants and recipients

Since , an initiative to engage recipients has been undertaken through a survey. The CSA has extended this initiative via its web page in order to establish a dialogue with potential applicants and recipients.

Consultations, presentations to, and discussions with, the academic and industrial communities as well with other potential recipient groups, are ongoing and will continue.

Financial Information

Financial information for the Class Grant and Contribution Program to Support Research, Awareness and Learning in Space Science and Technology
Type of transfer payment
forecast spending

planned spending

planned spending

planned spending
Total grants $11,238,233 $14,975,000 $15,450,000 $14,539,000
Total contributions $30,755,663 $32,933,950 $22,651,538 $18,640,000
Total program $41,993,896 $47,908,950 $38,101,538 $33,179,000

Gender-based analysis plus

Institutional GBA Plus Capacity

In , the CSA's Audit and evaluation directorate carried out an Evaluation of the Implementation of Gender-Based Analysis Plus at the Canadian Space Agency. Its findings show that the CSA is in compliance with federal government's requirements for integrating GBA Plus in federal programs, policies and regulations. However, it pointed out the need to enhance the CSA's capacity to monitor and report on the impacts of its programs based on identity factors.

To further improve the implementation of GBA Plus governance within the department, the CSA's Departmental Results Framework (DRF) has been updated to facilitate program's ventilation of data along GBA Plus criteria. Through the Principal Investigator (PI) and state of the Canadian Space Sector Surveys, CSA will continue to collect data on gender as well as geographic and occupational factors. The Program's information profiles (PIP) will be updated in - to ensure the availability, monitoring and reporting of relevant GBA Plus data on selected program indicators, thereby informing the decision-making process with better developed analysis.

Highlights of GBA Plus Results Reporting Capacity by Program
Space Capacity Development This program will start collecting data to enable the monitoring and reporting of GBA Plus.
Space Exploration This program will start collecting data to enable the monitoring and reporting of GBA Plus.
Space Utilization This program will start collecting data to enable the monitoring and reporting of GBA Plus.
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