Introduction
In keeping with the purpose of the Federal Sustainable Development Act (FSDA) (the Act) to make decision-making related to sustainable development more transparent and accountable to Parliament, the Transportation Safety Board of Canada (TSB) supports the goals laid out in the Federal Sustainable Development Strategy (FSDS) through the activities described in the 2023 to 2027 Departmental Sustainable Development Strategy (DSDS).
This supplementary information table supports reporting on the TSB DSDS for its second year of implementation.
Commitments
FSDS target(s) | Implementation strategy | Corresponding departmental action(s) | Performance indicator(s) | Results achieved | Contribution by each departmental result to the FSDS goal and target |
|---|---|---|---|---|---|
Although the strategic target rests with the Minister of Justice and Attorney General of Canada, the action taken by the TSB supports this target: Between 2023 and 2026, and every year on an ongoing basis, develop and table annual progress reports on implementing the United Nations Declaration on the Rights of Indigenous Peoples Act. | Other | Program: Promoting the purchase of goods and services from Indigenous businesses | Performance indicators: Percentage (by value) of goods and servicespurchased from indigenous businesses by the Procurement Section. Percentageof acquisition cardholders awareof PSPC’s Indigenous Business Directory. Starting point: Approximately 10% (by value) of TSB purchases of goods and services have been from Indigenous businesses over the last two years. Acquisition cardholders are encouraged to do business with Indigenous businesses when searching for goods and services but are not aware of the toolsdeveloped by PSPC to facilitate this. Target: Continue to purchase more than 10% (by value) of goods and services from Indigenous businesses. Make acquisition cardholders aware of the departmental target, although acquisition card purchases do not count towards the formal target. Incorporate knowledge of the PSPC directory and how to use it into training related to the issuance/allocation of acquisition cards. | 10.68% of purchases by value were fromindigenous businesses in 2024–25. All administrative support personnel holding an acquisition card have been made aware of the Indigenous Business Directory and have been encouraged to use it when searching foravailability of goods and services at departmental meetings of the administration community. Information about using indigenous businesses and the availability of support to use the PSPC Directory is provided upon issuance of new acquisition cards. | Canada’s 2030 Agenda National Strategy -Building vibrant Indigenous communities through economic reconciliation.
SDG 10 – Provides sales opportunities for small and medium-sized Indigenous businesses with access to the Indigenous Growth Fund. |
By 2030, the Government of Canada will divert from landfill at least 75% by weight of non-hazardous operational waste. | Maximize diversion of waste from landfill | Program: Use compliant suppliers for disposal of operational wasteand surplus non-reusable goods | Performance indicators: Percentage of chemical waste handled by certified companies. Percentage of heavy or bulky operational wastesent to recyclers. Percentage of non-reusable surplus goods offered first on GCSurplus. Starting point:Chemicals generated by the Engineering Laboratory are processed by a certified company in accordance with mandatory provincial processes. Heavy or bulkyoperational waste is handled on a case-by-case basis for collection by certified recycling company(ies), viadirect contract. Target: Disposal of all chemicals continues to be handled by a certified company, regardless of origin. Disposal of all regular operational waste is handled by compliant suppliers contracted by PSPC. Disposal of at least 75% of heavyor bulky operational waste is handled by certified recyclers under direct contract. Disposal of 100%non-reusable surplus goods is handled as a priority through GCSurplus. | 100% of chemical waste generated by the Engineering Laboratory continues to be handled by certified companies that the TSB verifies directly. Chemical waste generated by regular officework is handled by PSPC contractors. Recyclerswere used to dispose in bulk of old furniture and items when we closed old offices, upon relocation of personnel to new furnished offices in Dorval and Calgary. 100% of the furniture left behind was disposed of this way. Aside fromthe excess furniture generated by the Dorval and Calgary moves, 100% of goods declared surplus were first offered on GCSurplus, some of which were posted “non- functional, for partsor recycling only”. | Canada’s2030 Agenda National Strategy – With the support of its suppliers, the TSB encourages private sector companies to contribute to achieving the SDGsby requiring them to meet environmental criteria.
SDG 12 – Responsible waste management supports Canada’s ambition to support the reduction and sound management of chemicals and waste, and the reduction of food loss and waste. |
By 2030, the Government of Canada will divert from landfill at least 90% by weight of all construction and demolition waste. | Since office space is provided by PSPC and its Engineering Laboratory is managed by PSPC, the TSB does not generate construction and demolition waste. | Not applicable | Not applicable | Not applicable | Not applicable |
The Government of Canada’s procurement of goods and services will be net-zero emissions by 2050, to aidthe transition to a net-zero, circular economy. | Transform the federal light-duty fleet | Program: Purchase plug-in hybrid or electric vehicles (zero-emission vehicles –ZEVs) when available for our operational needs Program: Guarantee access to charging infrastructure in facilities where a ZEV is assigned | Performance indicator: Percentage of hybrid or electric vehicles in fleet purchases. Starting point:One out of everytwo vehicles purchased is a ZEV. Target: All administrative vehicles purchased are ZEVs. If available, ZEVs that meet operational needsare prioritized for pickup truck replacement. Performance indicator: Offices where a ZEV is assigned have at least one charging station compatible with the vehicle. Starting point:None of the regional offices have a charging station. Target: Install a charging station in the parking lot at the regional office to support regular ZEV use. | There were no purchases of administrative vehicles in 2024– 25. One pickup truck was purchased in 2024–25 to support operational requirements in Winnipeg. Theindustry does not currently offer plug-in hybrid pickup trucks and full-electric pickup trucks available on the Standing Offer do not meet TSB operational requirements. The TSB did not install any charging station in 2024–25. We will seek to implement suchonce plug-in vehicles are purchased. | Canada’s 2030 AgendaNational Strategy – The TSB supportsthe ambition: Canadians consume in a sustainable manner, leading by example.
SDG 12 – TSB target is in line with Canada’s interim targets for the purchase of ZEVs (at least 20% of purchases by 2026, and60% by 2030).
*This measure is contingent on the previous one to ensure its success. It therefore supports the same ambitions of the 2030 Agenda and the SDGs: Canada’s2030 Agenda National Strategy – The TSB supports the ambition “Canadians consume in a sustainable manner,” leading by example. SDG 12 – TSB target is in line with Canada’s interim targets for the purchase of ZEVs (at least 20% of purchases by 2026, and 60% by 2030). |
Strengthen green procurement criteria | Program: Green procurement training | Performance indicator: Percentage of specialists in procurement and material management who have completedtraining on green procurement. Starting point: 100% of procurement specialists and 50% of acquisition cardholders have completed the Green Procurement training. Target: 100% of procurement specialists and 100%of acquisition cardholders havecompleted Green Procurement training within six months of obtaining purchasing authority. | 100% of procurement specialists and 100% of personnel with Materiel Management authorities have completed Green Procurement training. Green Procurement training has not yet beenformally integrated into the mandatory training related to acquisition cards. | Canada’s 2030 AgendaNational Strategy – By raising awareness among purchasers, the TSB supports the creation of partnerships with organizations to promote the implementation of the SDGs in the business community, notably through corporate social responsibility initiatives. SDG 12 – The Government of Canada is working to ensure sustainable consumption and production by integrating sustainability and life-cycle assessment principles in procurement policies and practices through the Greening Government Strategy. | |
Other | Program: Acquire new typesof furniture and disposeof surplus furniture through GCTransfer and GCSurplus | Performance indicator: Quantity of furniture pieces reused via GCTransfer or GCSurplus. Starting point:Approximately 30% offurniture newly takenover by the TSB over the past two years was obtained via GCTransfer or direct interdepartmental agreement. 100% of surplus furniture in good condition was offered first via GCSurplus, GCTransfer or GCDonate. Target: New furniture acquisitions are sought from GCTransfer for a minimum of one month prior to considering other options. Target: All surplus furniture and assets are advertised on GCTransfer, GCDonate or GCSurplus for a minimum of two weekswhen they are in good enough condition. | Except for the Dorval and Calgary moves, where the furniture fit-up used all-new furniture, the TSB did notpurchase new furniture in 2024–25. Except for excess furniture generated by the Dorval and Calgary office moves, the TSB continued to advertise all its surplus furniture assets slated for disposal on GCTransfer or GCSurplus. | Canada’s 2030 AgendaNational Strategy – Invest in the SDGs through circular economy practices. SDG 12 – The Government of Canada is working to ensure sustainable consumption and production by integrating sustainability and life cycle assessment principles in procurement policies and practices through the Greening Government Strategy. | |
The Government of Canada will transition to net-zero carbon operations for facilities and conventional fleetsby 2050. | Implement the Greening Government Strategy through measures that reduce greenhouse gas emissions, improve climate resilience, and green the government’s overall operations | Program: Collaborate with PSPC real property services when renewing occupancy agreements to relocate to facilities that meet climate resiliency goals and support greening of operations while meeting TSB operational needs | Performance indicator: Sites that meet modern climate resilience standards and are optimized for greening operations while meeting TSB operational needs. Starting point: Most TSB sites have been occupied for a long time, lack state-of-the art green operations and are not adapted to hybrid work conditions. Target: To be determined by PSPC as custodian of the real property utilized by the TSB.The TSB will work with PSPC to identify appropriate locations and adopt innovative practices suitable to its operations. | The Dorval office moved to a federally ownedbuilding in 2024- 25, as part of thePSPC strategy to reduce its lease portfolio. The new location’s building is undergoing a major refit to meet modern climate resilience standards and integrate greening operations. | Canada’s2030 Agenda National Strategy – Take swift action to reduce greenhouse gas emissions, improve climate resilience and protect our natural environment.
SDG 13 – As a collaborative occupant department with PSPC in the search for appropriate space, the TSB aligns its goals with the national goal that Canada be a world leader in net-zero emissions, resilient and green government operations. |
Modernized buildings through net-zero- carbon | Program: The TSB participates as a client/occupant department in the Laboratories Canada TSTS initiative. | Performance indicator: New buildings are net-zero carbon. Starting point: The TSB occupies and uses facilities that were built with no consideration fornet-zero carbon targets. Target: Occupy one net-zero-carbon building by 2030. | The TSB participated in the design of a new facility, the occupancy of whichis expected to take place in 2029. | Canada’s 2030 AgendaNational Strategy – Innovating for the SDGs: TSB enters into partnerships to support innovation projects with co- benefits that support the SDGs.
SDG 13 – Since the TSB cannot meet the target with its own resources, it is partnering with NRC and PSPC on a major net- zero-carbon build to help achieve the national goal of Canada beinga world leader in net-zero, resilient and green government operations. | |
Apply a greenhouse gas reduction lifecycle costanalysis for major building retrofits. | Not applicable – No major retrofit is planned for TSB buildings. | Not applicable | Not applicable | Not applicable | |
The Government of Canada willtransition to climate resilient operations by 2050. | Reduce risks posed by climate change impacts to federal assets, services and operation | Program: Business continuity plan | Performance indicator: Business plans include analysis of risks posed by climate change impacts. Starting point: Risk analysis of climate changeimpacts included in analysis matrix for contingency plans. Target: Risk analysis of climate change impacts included in regular TSB operations. | The TSB’s Business Continuity Plan includes an analysis of risks related to climate change in its risk matrix. The BCP remained unchanged in 2024–25. | Canada’s2030 Agenda National Strategy – Demonstrate leadership to build a sustainable and climate- resilient future. SDG 13 – The TSB will contribute to Canada’s national goal of being a world leader in resilient government operation. |