Section I: Organizational Overview

1. The Transportation Safety Board's recommendations stemming from the Lac-Mégantic tragedy;

2. The responsible development and protection of new local aerodromes by third parties; and

3. Safety in the unmanned air vehicle sector to keep the public and our airspace safe and secure.

1. continuing to align activities to the Directive on Safety and Security Oversight^{Footnote 6};

2. continuing to take a multimodal enforcement approach;

3. adopting a multimodal strategic framework for promoting and assessing Safety Management Systems and Security Management Systems across transportation modes;

4. completing the implementation of integrated multimodal training; and

5. refining and adopting a systematic approach to identify and address program risks.

1. On Rail Safety, we:
   • Completed revisions to the Canadian Rail Operating Rules in response to the Transportation Safety Board (TSB) recommendation related to requirements to have additional physical defences for train securements, including for:
     • Handbrake applications;
     • Testing requirements; and
     • Additional physical defences; and
   • In response to the TSB recommendation related to Safety Management Systems (SMS), conducted oversight activities to reinforce railway safety, including:
     • The initial assessments of each railway; and
     • Focussed inspections to ensure railways are prepared for the new SMS regime, for which the Rail Safety Program will begin conducting audits in fiscal 2016-17 (P3.3).

   The Transportation of Dangerous Goods Program:

   • Began to implement the Management Action Plan and other commitments, related to recommendations from the 2011 audit of the Commissioner of Environment and Sustainable Development;
   • Introduced a new tank car standard as recommended by the TSB; and
   • Is meeting the TSB recommendations on:
     • Emergency Response Assistance Plans; and
     • Flammable liquids (P3.5).
2. On Aviation Safety, we:
   • Held stakeholder consultations on our Responsible Aerodrome Development Strategy, which included developing the Aerodrome Works Consultations for amending the Canadian Aviation Regulations. These amendments were pre-published in the Canada Gazette, Part I, July 11, 2015 edition. We expect them to be published in Canada Gazette, Part II in fall 2016; and
   • Developed and implemented a Ministerial order to prohibit the development of an aerodrome in Quebec (P3.1).
3. With regard to Unmanned Air Vehicles (UAVs), we:
   • Developed an engagement strategy for UAVs (known to many Canadians as drones), taking advantage of the timing of the Notice of Proposed Amendment to the Canadian Aviation Regulations on Unmanned Air Vehicles, which was published for consultation in May 2015 as a means to:
     • Increase awareness of UAVs; and
     • Consult with aviation and UAV stakeholders on the future regulatory framework for small UAVs;
   • Established an interdepartmental committee of Government of Canada departments and agencies to identify and resolve common UAV challenges;
   • Held an Unmanned Systems Canada Regulatory Workshop and a discussion panel with the Air Transport Association of Canada;
   • Developed and published an Unmanned Aircraft System Work Plan for the Canada-U.S. Regulatory Cooperation Council in collaboration with the U.S. Federal Aviation Administration; and
   • Launched a model aircraft and UAV education and awareness campaign. This included issuing a Civil Aviation Safety Alert to remind all persons operating unmanned aircraft about the safety impacts and consequences of interfering with manned aircraft operations, including firefighting aircraft (P3.1).

1. The Directive on Safety and Security Oversight (DOSSO) sets out minimum standards and expectations for the design, development and delivery of oversight programs across all modes and regions. This reinforces our commitment to strengthen and refine oversight of the Canadian transportation system.
   
   Consultation across Programs confirmed general adherence to the requirements of the DOSSO and work was completed to:
   • Update the Safety and Security Internal Quality Assurance document with roles and responsibilities; and
   • Issue guidance to all Safety and Security Programs regarding common work objectives and performance indicators for inspectors and managers/supervisors.

   In addition, a Program Policy Management Framework for Safety and Security was developed to enhance a common understanding for the use of various policy instruments. The objective is that we will standardize the selection and development of Multimodal Safety and Security policies, which then apply to all Programs (P3.9).

2. Multimodal Safety and Security continued with the implementation of a multimodal enforcement approach with the Centre of Enforcement Expertise (CEE), where the CEE:
   • Transportation of Dangerous Goods Program inspectors received training in all aspects of the transport of dangerous goods for all modes of transport (P3.5).
   • Reviewed approximately 200 files subject to Transportation Appeal Tribunal of Canada (TATC) jurisdiction, resulting in a consistent multimodal approach to TATC file management and case presentation;
   • Created a Desk Book to support officers, whereby detailed information on policies, standards and business processes are easily accessible, so that consistent policies are applied across Transport Canada's enforcement programs; and,
   • The CEE trained officers from modal enforcement programs on "Drafting Information to Obtain" procedures with help from the Canadian Police College. These officers now have the ability to prepare court documents to seek judicial authorizations (e.g. search warrants, production orders, etc.) (P3.9).
3. We completed the analysis and drafting of a multimodal strategic framework for promoting and assessing Safety Management Systems (SMS) and Security Management Systems (SeMS) across all modes, that will:
   • Guide the regulation of the industry by providing internal guidance on the applicability, design and delivery of our Management Systems' related oversight activities; and,
   • Allow for the consistent presentation of why, how and where we have chosen to use management system regulations to improve the safety and security of Canada's transportation system (P3.9).
4. The implementation of integrated multimodal technical training for safety and security has:
   • Standardized processes and methodologies through common staff guidance for various learning, administration and training activities;
   • Consolidated three safety and security Learning Management Systems (LMS) into one, thereby:
     • Improving information management accessibility for staff; and
     • Minimizing the requirement to support the LMS; and
   • Established an integrated branch that:
     • Centralized human and financial management resource functions; and
     • Clarified the roles, responsibilities and accountabilities related to technical training. (P3.9).
5. We undertook a number of initiatives that improved our approach to the identification and mitigation of program risks. This included the development and implementation of:
   • The Transportation of Dangerous Goods Program's:
     • National Oversight Plan, which is built on the basis of the Inspection Prioritization Framework, which came into effect on April 1, 2015; and
     • Finalized Integrated Risk Management Framework, which takes into consideration transportation trends and volumes, in March 2016 (P3.5).
   • A "Planning Environment Document" that integrates an environmental scan and a risk analysis methodology to standardize the way program risks are identified and addressed across Safety and Security;
   • Risk-based National Oversight Plans (NOPs) that outline key activities to mitigate transportation risks. The NOPs include a range of oversight activities that go beyond inspections and provide a visual representation of the risk environment; and
   • A "Planning Prioritization Framework" that brought comparability to plans, priorities and risks to inform decision making on risk tolerance and resource allocation. (P3.9).

• Strengthen the current requirements;
• Increase oversight for pollution prevention and response at oil handling facilities; and
• Remove legal barriers that could otherwise block agents of Canadian response organizations from participating in clean-up operations.

We continued to implement the National Aerial Surveillance Program and inspected foreign tankers to:

• Help deter potential polluters in Canadian waters; and
• Ensure that tankers meet stringent international and domestic standards.

The Tanker Safety Expert Panel's report, " A Review of Canada's Ship-source Preparedness and Response: Setting the Course for the Future, Phase II: Requirements for the Arctic and for Hazardous and Noxious Substances Nationally", was released on April 8, 2015. Government officials engaged Indigenous groups and stakeholders across Canada on the Report's findings and recommendations, and the results are being considered to help inform future policy direction.

We continued to deliver several grant and contributions programs to continue to strengthen marine safety, including funding for:

• The Clear Seas Centre for Responsible Marine Shipping, an independent, not-for-profit organization whose mandate is to provide impartial and evidence-based research about marine shipping in Canada;
• Ocean Networks Canada's work to transform oceanographic data into navigational information to identify potential navigation hazards; and
• The Community Participation Funding Program, which aims enable local communities and Indigenous groups to participate in discussions on marine transportation issues.

We also continued to advance the Area Response Planning pilot project that is testing a risk-based approach to oil spill preparedness and response in southern British Columbia, the St. Lawrence Seaway, the Bay of Fundy, New Brunswick and Port Hawkesbury, Nova Scotia (P2.2).

• Preparing a full draft of the Border Infrastructure Investment Plan 3.0 in consultation with the Canada Border Services Agency (CBSA), provinces and bridge/tunnel authorities;
• Further progress in deploying U.S. Transportation Security Administration-certified (TSA) Explosive Detection Systems equipment at Canada's eight preclearance airports; and
• Supporting the implementation of the new land, rail, marine and air preclearance agreement with the U.S. (P1.1).
• Organizing a series of five Regional Roundtable Webinars to provide education and technical assistance to organizations interested in developing and deploying border wait time measurement solutions (P1.2).
• Advancing the Beyond the Border Integrated Cargo Security Strategy, in collaboration with the TSA, by:
  • Completing a three-year renewal of the Canada-U.S. air cargo mutual recognition agreement in April 2015; and
  • Making progress on expanding the agreement to also recognize the screening and security controls performed by entities earlier in the air cargo supply chain (e.g.: shippers); and 
  • Continuing to working jointly with the CBSA to align industry requirements for the Pre-Load Air Cargo Targeting (PACT) pilot project with pilots in the U.S. and Europe as PACT continues to demonstrate effective use of advance cargo information as an additional layer of aviation security (P1.1 and P3.6).

1. developing a long-term airports strategy;

2. refining and adopting the new asset management strategy for ports; and

3. developing long-term strategies for ferry and air services;

1. Engaged with the air sector on the CTA Review recommendations (P1.1); and

   As part of the development of a long-term airport assets management strategy in 2015-16, consideration is being given to the recommendations of the CTA Review in relation to adopting future airport asset management strategies (P1.3).

2. Announced the new Ports Asset Transfer Program on April 24, 2015. Stage 1 of the sales phase was launched in June 2015 and the divestiture phase began on January 6, 2016. Ports move from one phase to another on a port-by-port basis (P1.3).
3. Continued our analysis of policy frameworks on consumer protection and foreign ownership for air services that began before the release of the Canada Transportation Act Review Report on Plans and Priorities. We then initiated discussions with the air sector, based upon the Report's recommendations (P1.1); and

   For ferry services we:

   • Renewed the Ferry Services Contribution Program, which supports three services within Atlantic Canada and Eastern Quebec; and
   • Replaced the MV^{Footnote 10}Princess of Acadia with the MV Fundy Rose on the Saint John-Digby route in July 2015 (P1.1 and P1.3).

   With regard to developing long-term strategies for air services, we focussed our analyses on prominent air policy issues (e.g. expanded bilateral agreements), which will help us to consider CTA Review recommendations (P1.3).

• Continued to actively participate in the International Maritime Organization's Committees to:
  • Address air pollutant, greenhouse gas emissions and short-lived climate pollutant emissions from international maritime transportation; and
  • Contribute to relevant meetings and working and correspondence groups;
• Led the Government of Canada's participation at the International Civil Aviation Organization (ICAO) to reduce the impact of international aviation on the environment by:
  • Addressing air pollutant and greenhouse gas emissions from international aviation; and
  • Providing advice, leadership and Canadian context;
• Published the 2014 Annual Report and the 2015 update to Canada's Action Plan to Reduce Greenhouse Gas Emissions from Aviation;
• Further developed the proposed Locomotive Emissions Regulations that will help to reduce criteria for air contaminant emissions from locomotives in Canada. We expect their pre-publication in Canada Gazette, Part I to occur in fiscal 2016-17;
• Continued to work with:
  • The provinces and territories to update and/or create new standards and codes to ensure the safe use of alternative fuels for motor vehicles;
  • The United States National Highway Traffic Safety Administration and the United Nations World Forum for the Harmonization of Vehicle Regulations to develop and update international regulations related to:
    • Tire and hydrogen safety;
    • The safety of visually impaired pedestrians in relation to the use of electric and electric hybrid quiet vehicles; and
    • The safety of electrical energy storage systems for such vehicles;
• Conducted an annual review of the ecoTECHNOLOGY for Vehicles program's technology and environmental scan to update/revise technology focus;
• Completed two projects under the Shore Power Technology for Ports program with:
  • The Port of Halifax (Halifax Port Authority); and
  • British Columbia Ferry Services (BC Ferries); and
• Two additional projects are underway with the:
  • Montreal Port Authority for cruise ships at the Alexandra pier; and
  • Vancouver Fraser Port Authority for two container ship terminals (Centerm and Delta Port);
• Signed two project contribution agreements with the Logistics and Transportation Metropolitan Cluster of Montreal (CargoM) as part of the Truck Reservation Systems program to:
  • Introduce a "Fast Lane" at the Port of Montreal; and
  • Install Global Positioning System (GPS) devices on trucks to better track drayage^{Footnote 11} movements at the Port of Montreal and its surrounding logistics hubs.
• Together, both projects allow for:
  • Greater efficiency in moving trucks into and out of terminal facilities at container ports and the surrounding logistics hubs; and
  • Reduced truck idling; and 
• Pursued discussions with stakeholders through the Gateway Carbon Footprint Initiative to measure ongoing interest in the initiative and identify:
  • Data needs; and
  • Potential areas of improvement (P2.1).
• Continued establishing the North American Emission Control Area, and introduced strict standards limiting nitrogen oxides emissions from vessels in accordance with the Vessel Pollution and Dangerous Chemical Regulations (P2.3).

• Adopting the government's new open, transparent and merit-based Governor in Council appointments policy, which the Prime Minister announced on February 25, 2016;
• Challenging and facilitating Treasury Board consideration of Crown corporations' corporate plans;
• Assisting Crown corporations secure federal infrastructure funding in Budget 2016; and
• Facilitating the:
  • Minister's approval and tabling of corporate plan summaries in Parliament; and
  • Tabling of Crown corporations' annual reports in Parliament (P4 - IS).

1. aligning our human resources planning, with a focus on recruitment, retention and employee development efforts, to current and future needs; and

2. leveraging talent and performance management activities to address employee promotional and mobility opportunities while addressing the department's succession requirements and knowledge transfer needs with initiatives such as the TC Talent Network^{Footnote 13} and the Leadership Development Initiative; and

• Supported the Government of Canada's Destination 2020 by partnering with the Community of Federal Regulators and 19 other regulatory departments to identify common business requirements to enhance technology for inspectors;
• Organized a Networking Fair to allow participants to expand their professional networks, meet new colleagues and learn about different functions in each other's groups; and
• Added a new tool to our social media platform, namely the "myTC (Intranet) Talent Network", to help:
  • Employees with finding a coach, a mentor or a colleague with similar interests; and
  • Managers to find employees with the skills they need for at-level assignments or projects (P4 - IS).

• Email Transformation Initiative: Planned migration of TC's more than 6,000 email addresses to @canada.ca was delayed by SSC and is projected to take place in 2016-17.  
• Transition to the Government of Canada (GC) Human Resources System (PeopleSoft) and Financial System (SAP): We began preliminary planning and held initial discussions with stakeholders. We expect to move forward with an investment proposal supporting the transition to myGCHR (PeopleSoft) in 2017-18, with the financial system transition (SAP) to follow at a future date;
• Migration to GCDOCS: To-date, we have conducted a pre-project assessment and analysis to examine the project's scope and its requirements. We expect to move forward with an investment proposal supporting the transition to GCDOCS in 2017-18; and

  Migration of Government of Canada websites to Canada.ca: Transport Canada gained an official presence on the Canada.ca website on September 30, 2015. We are on track to meet the December 2016 deadline to ensure that all in-scope web applications are using the new centrally deployed Canada.ca templates provided by TBS. Several applications have already been brought into compliance. We expect the migration of Transport Canada's web pages to begin transitioning to Canada.ca in September 2016, with final completion in December 2017 (P4 - IS).

1. We aligned our human resources planning to current and future needs, and this is something we do on an ongoing basis. Various measures were put forward to address the Department's recruitment, retention and employee development efforts including:
   • Targeted recruitment strategies; and
   • The use of social media tools for branding and recruitment (P4 - IS).
2. The "myTC Talent Network" platform is an internal social media platform where managers can seek individuals to fill positions of a temporary nature. By the end of fiscal 2015-16, approximately 22% of our employees had registered in the network.

   The Leadership Development Initiative (LDI) provides employees seeking to advance their careers with opportunities to develop their leadership skills by offering assignments, coaching, mentoring and leadership workshops. There were 13 participants in the LDI in fiscal 2015-16. (P4 - IS).

• Open Government Implementation Plan: Our Deputy Minister approved the Plan in October 2015. We expect the public release to follow in mid-2016 with a first annual update by October 31, 2016.
• Mobility: We launched this initiative as part of the Government of Canada's Destination 2020 plan to modernize business processes and help inspectors work more efficiently by using mobile technologies in the field. The objective is to provide:
  • Cost-effective and efficient mobile technology for our inspectors to allow one-time data entry; and
  • Provide real-time data management.

  The project is following a five-phased approach. Phases one and two were completed in March 2015 and in June 2015 respectively (P4 - IS).