Canadian Centre for Occupational Health and Safety’s 2025-26 Departmental Results Report
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© His Majesty the King in Right of Canada, as represented by the Minister of Jobs and Families and Minister Responsible for the Federal Economic Development Agency for Northern Ontario, 2026, ISSN: 2561-0813
At a glance
This Departmental Results Report details the Canadian Centre for Occupational Health and Safety’s (CCOHS) actual accomplishments against the plans, priorities and expected results outlined in its 2025-26 Departmental Plan .
These results align with the priorities outlined in the May 21, 2025, mandate letter from the Prime Minister, as well as with CCOHS’ vision, mission, raison d’être and operating context .
Key priorities
CCOHS identified the following key priorities for 2025-26:
- Priority 1: Show national leadership on health and safety issues and be the go-to experts for health and safety guidance.
- Priority 2: Demonstrate service excellence by simplifying and streamlining processes and enhancing client service delivery.
- Priority 3: Achieve responsible growth by growing reach and impact and reinvesting to develop new and innovative products and services.
- Priority 4: Achieve an employee experience that consistently models CCOHS values and health and safety excellence.
Highlights
As a national institute, our goal is to provide credible health and safety information and resources to help workers stay safe on the job and support employers, labour groups and governments in their efforts to create healthy and safe workplaces. We do this by providing a wide range of products and services, from our free and confidential inquiries service to our collection of online learning courses, publications and more, to comprehensive health and safety management systems.
Workplaces are continuing to navigate evolving health and safety issues. CCOHS provides a wide range of information, products and services to the public for free. CCOHS expanded its reach and impact in Canada by delivering targeted, accessible, and evidence-based health and safety resources to employers and workers, particularly in priority sectors.
In addition to this, CCOHS charges a fee for more comprehensive products and services. We partner with governments and other organizations to customize tools or to make paid services available at no cost. CCOHS continues to responsibly grow these services, and cost-recovery now makes up more than half of our annual revenue. Revenue is reinvested to support the delivery and growth of free services, as well as to develop new and innovative products and services.
Overall, these efforts increased access to reliable information and practical tools, helping build safer, healthier, and more inclusive workplaces
- Total actual spending (including internal services): $15,388,066
- Total full-time equivalent staff (including internal services): 106.0
For detailed information on CCOHS’ total spending and human resources, read the Spending and human resources section of this report
Summary of results
The following provides a summary of the results the department achieved in 2025-26 under its “core responsibility” (its main areas of activity).
Core responsibility: National Occupational Health and Safety Resource
Actual spending: $10,683,050
Actual human resources: 67.2
Raising awareness and promoting prevention practices is at the heart of what we do. Our mission drives us to support organizations in creating safer and healthier work environments for all.
To promote health and safety leadership and encourage positive changes in Canadian workplaces, we held our eighth national Forum on The Changing World of Work in Calgary, Alberta. This two-day event brought together leaders, changemakers, and health and safety professionals from labour, government and employer groups to learn about current and emerging issues that impact the health, safety and well-being of workers.
We strengthened existing partnerships and formed new ones with national and international organizations to expand resources and programs available to Canadian workplaces.
To provide workplaces and workers in Canada with access to key occupational health and safety information and tools, we continued to expand on our collection of resources and guidance documents. We added 14 new online learning courses on a variety of topics. Our collection also includes OSH Answers fact sheets, available for free on our website and in the CCOHS Safe Work App. This year, more than 2.8 million users in Canada accessed our fact sheets, and 6,990 people contacted our Safety InfoLine, a free and confidential service that provides individuals with workplace safety advice from our team of health and safety experts.
The Business Safety Portal, which supports small to medium-sized businesses meet their health and safety responsibilities and to protect workers from injuries and illnesses, was also updated with new courses and resources.
For more information on CCOHS’ activities related to National Occupational Health and Safety Resource, read the Results: What we achieved section of this report.
From the President
Anne Tennier, P.Eng., EP
President and Chief Executive Officer
It is my pleasure to share the CCOHS 2025-26 Departmental Results Report, which outlines progress toward our commitment to safer and healthier workplaces across Canada
Delivering on the priorities outlined in our 2023-2027 Strategic Plan, we collaborated with governments and organizations nationwide. We expanded our efforts in various initiatives and took an intentional and united approach to improve workplace health, safety, and well-being in Canada
Our partnerships with Health Canada, Workplace Strategies for Mental Health, compliments of Canada Life, and the Canadian Association of Administrators of Labour Legislation - Occupational Safety and Health (CAALL-OSH), through our secretariat services and Young Workers Subcommittee, created opportunities to develop prevention-focused tools and resources that help workplaces raise awareness about cancer in the fire service, navigate mental health, support labour mobility across Canada and promote young worker safety.
We also formed partnerships with the Indigenous Centre for Occupational Health and Public Safety (ICOHPS), Institut de recherche Robert-Sauvé en santé et en sécurité du travail (IRSST), and Social Service of Industry (SESI) Brazil to expand the quality and quantity of resources and programs for Canadian workplaces.
Significant progress was made in supporting priority sectors, including small businesses. We developed and shared tools and resources tailored to sector-specific health and safety challenges, helping employers and workers strengthen prevention efforts and promote healthier workplaces.
To encourage thought leadership and teamwork aimed at reducing or eliminating workplace hazards, we hosted Forum 2025: The Changing World of Work. The national event brought together leaders from labour, employers, and governments to explore how changes in work affect the health, safety, and well-being of workers. The event was well-received, with 97% of attendees satisfied with what they learned, and 89% planning to use that knowledge in their workplaces.
Accessibility and inclusion were integral to all our activities. We provided products and resources in both official languages, used plain language, made everything barrier-free, and ensured materials reflected the diversity of Canada’s workforce.
These highlights represent a small sample of the priorities and accomplishments achieved in the 2025-26 period. Full details about our achievements can be found in the Results - what we achieved section of this report.
Results: What we achieved
Core responsibilities and internal services
Core responsibility: National Occupational Health and Safety Resource
Description
The goal of the Canadian Centre for Occupational Health and Safety is to provide easy access to credible information on occupational health and safety to help workers in Canada be safe at work, and support employers, labour groups and governments in their efforts to create healthy and safe workplaces. The Canadian Centre for Occupational Health and Safety, as a national institute, provides impartial information through various free and for fee bilingual products and services. Workers and employers in Canada can access a free, confidential service to have their health and safety questions answered personally via telephone, e-mail, person-to-person, fax or mail. In addition, a broad range of online and print resources are offered which support safety and health information needs of workers and workplaces in Canada. Products and services may be financially supported through cost recovery efforts, contributions from the Government of Canada and contributions from other stakeholders.
The Canadian Centre for Occupational Health and Safety collects, evaluates, creates and publishes authoritative information resources on occupational health and safety for the benefit of the working population in Canada. This information is used for education and training, research, development of policy and best practices, improvement of health and safety programs, achieving compliance, and for personal use. When the product or service provided by the Canadian Centre for Occupational Health and Safety is offered to stakeholders such as individuals, groups, and organizations within Canada and abroad with benefits beyond those enjoyed by the general public, the product or service becomes part of the cost-recovery program and a fee is charged.
The Canadian Centre for Occupational Health and Safety promotes and facilitates consultation and cooperation among federal, provincial and territorial jurisdictions and participation by labour, employers and other stakeholders in order to assist in the establishment and maintenance of high standards and occupational health and safety initiatives for the Canadian context. The sharing of resources results in the coordinated and mutually beneficial development of unique programs, products and services. Collaborative projects are usually supported with a combination of financial and non-financial contributions to the programs by partners and stakeholders and result in advancement of the health and safety initiatives.
Quality of life impacts
This core responsibility contributes to the “Health” and “Prosperity” domains of the Quality of Life Framework for Canada and, more specifically, “Perceived mental health”, “Perceived health” and “Job satisfaction” through all the activities mentioned in the core responsibility description.
When workers are safe and healthy at work, their overall health and mental health, as well as job satisfaction, are improved.
Progress on results
This section details the department’s performance against its targets for each departmental result under Core responsibility: National Occupational Health and Safety Resource.
Table 1 shows the target, the date to achieve the target and the actual result for each indicator under ‘Canadians and workers in Canada can easily access the Canadian Centre for Occupational Health and Safety’s occupational health and safety information and services’ in the last three fiscal years.
|
Departmental result indicator
|
Target
|
Date to achieve target
|
Actual result
|
|---|---|---|---|
|
Number of learning activities and opportunities on emerging occupational health and safety issues and for priority sectors.
|
No less than 75
|
March 2026
|
|
|
Number of social media impressions on emerging occupational health and safety issues and for priority sectors, where the
Canadian Centre for Occupational Health and Safety is referenced as the source.
|
No less than 2,500,000
|
March 2026
|
|
|
Percentage of users of the Canadian Centre for Occupational Health and Safety’s website who indicated that information was
easy to access.
|
No less than 80%
|
March 2026
|
|
Table 2 shows the target, the date to achieve the target and actual result for each indicator under ‘Provide Canadians and workers in Canada with a National repository of key occupational health and safety knowledge, standards, statistics, and information tools that improves dissemination of occupational health and safety related information’ in the last three fiscal years
|
Departmental result indicator
|
Target
|
Date to achieve target
|
Actual result
|
|---|---|---|---|
|
Number of collections of occupational health and safety related records made available to Canadians and workers in Canada
through repository tools.
|
No less than 1 new collection of records per year
|
March 2026
|
|
|
Number of new tools made available to workers in Canada which address emerging occupational health and safety issues and for
priority sectors.
|
No less than 20 new tools per year
|
March 2026
|
|
|
Number of times users accessed the Canadian Centre for Occupational Health and Safety’s free online repository of
occupational health and safety information or used its person-to-person support services.
|
No less than 3,000,000 times
|
March 2026
|
|
Table 3 shows the target, the date to achieve the target and actual result for each indicator under ‘Through the facilitation of collaborative initiatives with labour, employers and/or government on emerging occupational health and safety issues and for priority sectors, knowledge outcomes are utilized for the benefit of Canadians and workers throughout Canada’ in the last three fiscal years.
|
Departmental result indicator
|
Target
|
Date to achieve target
|
Actual result
|
|---|---|---|---|
|
Number of new collaborative initiatives with a tripartite perspective on emerging occupational health and safety issues and
for priority sectors, where knowledge outcomes are serviceable across Canada.
|
No less than 4
|
March 2026
|
|
The Results section of the Infographic for CCOHS on GC Infobase provides additional information on results and performance related to its program inventory.
Details on results
The following section describes the results for National Occupational Health and Safety Resource in 2025-26 compared with the planned results set out in CCOHS’ departmental plan for the year.
Canadians and workers in Canada can easily access the Canadian Centre for Occupational Health and Safety’s occupational health and safety information and services.
Results achieved
- Accessible resources: Our wide range of services and resources support both employers and workers in their shared responsibility for occupational health and safety. To better serve our users, we provided accessible resources and tools in a variety of formats, including HTML, PDFs, and audio and video files. We included transcripts for our audio podcasts and closed captioning for our YouTube-hosted videos.
- Social media: Our social media campaigns share important and timely information to raise awareness about, and prevent, work-related illnesses and injuries. Our posts continue to drive users to our website where they can access all our services and resources. Through our collective organic and paid social media efforts, we achieved more than 7 million impressions and gained 78,108 followers across LinkedIn, Facebook, Instagram, X and YouTube. Our advertising campaigns used a greater mix of versions and included videos, resulting in significantly higher impressions than previous years.
- Safety InfoLine: This bilingual service provides a gateway to information that can be used to shape programs and policies to help improve workplace practices. This year, the free and confidential service connected 6,990 people with our health and safety specialists, providing them with credible information in response to their occupational health and safety concerns. Overall, 86% of users were very satisfied with the guidance and information they received, 90% were happy with the response time, and 65% said the information would lead to changes in their workplace now or in the future.
Provide Canadians and workers in Canada with a National repository of key occupational health and safety knowledge, standards, statistics, and information tools that improves dissemination of occupational health and safety related information.
Results achieved
- Forum 2025: The Changing World of Work: On May 27 and 28, 2025, we hosted our eighth national Forum in Calgary, Alberta. The program provided insights into emerging issues and practical guidance to foster resilient workplaces that are diverse, safe and inclusive. The event sold out more than two months in advance with 218 delegates, with every province and territory represented, and tripartite representation from employers (42%), labour (36%), and government (22%). According to the post event survey, 97% of the attendees were satisfied with the knowledge and enrichment gained from the event.
- Safety Starts at Home: We partnered with the Canadian Association of Administrators of Labour Legislation - Occupational Safety and Health (CAALL-OSH) Young Workers Subcommittee to create Safety Starts at Home, a resource that helps parents, guardians, and other adults have discussions about health and safety with the young people in their lives. Available on our Young Workers Zone website, the resources provide tips, links, an infographic, and a video to support parents, guardians, and other adults in discussions about health and safety with the young people in their lives.
- Online learning: Our comprehensive lineup of online courses provides safety education for workers and supports employers in fostering a positive safety culture, promoting prevention practices, and meeting compliance obligations. This year, 14 new courses were released bringing our collection to almost 200 courses. New courses included topics such as slips and trips, harassment and violence, and workplace bullying. Overall, 261,417 course seats were taken, and 93% of feedback survey respondents said that the information they learned would be used to improve health and safety in their workplace.
- Chemical safety: CANManage is used by workplaces to manage and maintain their chemical safety data sheets. The new basic version of CANManage was launched in December 2025 to help small workplaces with less than 50 hazardous products stay organized and compliant. Users can access their safety data sheets online or through the convenient mobile application, which is accessible without internet access. This tool supports workplaces in keeping workers informed about working with chemicals and workplaces are able to meet Workplace Hazardous Materials Information System (WHMIS) compliance requirements.
- OSH Answers: Our collection of 755 OSH Answers fact sheets features credible information in an easy-to-read format. They are frequently referenced in our social media posts and articles from organizations all over the world. Each fact sheet is available on our website and on the CCOHS Safe Work App. This year, we published 32 new fact sheets on cytotoxic drugs, working safely around heavy equipment, chronic pain at work, and hazards for athletes, waste collection workers, and phlebotomists. Overall, OSH Answers had 4.9 million website visits, with 2.8 million from Canada. Additionally, the CCOHS Safe Work App had over 10,000 downloads.
- Publications, posters and infographics: Publications provide more in-depth health and safety information and guidance. Our collection of 36 publications covers a wide range of jobs and industries. Our posters and infographics help users promote awareness of important health and safety messages. The guidance is presented in a visually interesting way, written in plain language, and can be printed or shared online. We added nine new titles to our collection of posters and infographics bringing the total to 32. Topics covered included plain language, creating positive workplaces, hierarchy of controls and hazard reporting. Collectively, these resources had 57,489 page views.
Through the facilitation of collaborative initiatives with labour, employers and/or government on emerging occupational health and safety issues and for priority sectors, knowledge outcomes are utilized for the benefit of Canadians and workers throughout Canada.
Results achieved
- Business Safety Portal: The online portal helps small to medium-sized businesses meet their health and safety responsibilities and to protect workers from injuries and illnesses. Since the portal launched nationally in November 2024, over 3,000 businesses have been onboarded. We have partnered with Ontario’s Workplace Safety and Insurance Board (WSIB) to provide WSIB-registered businesses with free access to the portal. The portal is continuously updated with new courses and resources, and we offer customization options for jurisdictions and organizations interested in adopting the portal or purchasing bulk subscriptions.
- Relationships and partnerships: We have a legacy of working with like-minded partners to help workplaces in key sectors address health and safety issues for people who may be at higher risk of disease, injuries and fatalities because of their work. This year, we partnered with Health Canada’s Health of Firefighters team to develop resources to raise awareness about the unique hazards firefighters face, and how to reduce the risk of exposure to carcinogens. The tools include tip sheets, infographics, checklists, fact sheets and a video, available on our website and Safe Work app. Additionally, we entered partnership agreements with Indigenous Centre for Occupational Health and Public Safety (ICOHPS), Institut de recherche Robert-Sauvé en santé et en sécurité du travail (IRSST) and Social Service of Industry (SESI) Brazil to expand resources and programs available to Canadian workplaces.
- Canadian Association of Administrators of Labour Legislation – Occupational Safety and Health (CAALL-OSH): CCOHS has also had a long-standing relationship with CAALL-OSH by serving as an ex-officio member, and, for the past several years, providing secretariat services to the committee. With the increased focus on labour mobility across Canada, CCOHS has supported and advised CAALL-OSH in its efforts to harmonize or recognize specific construction sector occupational health and safety training topics across jurisdictions.
Key risks
CCOHS conducts an annual risk assessment exercise to identify and assess risks that could impact our ability to deliver occupational health and safety services to workers and workplaces in Canada. The risk process identified a couple of key themes:
-
Service delivery and revenue generation: CCOHS’ funding model relies heavily on our ability to generate revenue through cost recovery, as more than half of our operating budget comes from cost recovery. Several risks were identified that could present challenges to the organization and will continue to be actively managed to support the delivery of its mandate. These include instability in the market for occupational health and safety services, changes in the business environment or technology resulting in new occupational health and safety needs, and our ability to manage and prioritize revenue-generating projects.We are committed to the continuous improvement of all occupational health and safety products and services. We made several updates and enhancements to the current inventory of products and services to ensure that products and services are user-friendly, accessible, credible and relevant to the needs of workers and workplaces in Canada. In executing these updates and enhancements, CCOHS is exploring the responsible use of artificial intelligence (AI) to expand our reach.Working with like-minded partners ensures that we are addressing emerging issues, reaching key sectors and filling gaps in occupational health and safety services across Canada. We are committed to developing and maintaining excellent working relationships with partner organizations to ensure needs are met.
-
Technology and cyber security: The risk of cyber attacks and other threats to our online environment are constantly prevalent and evolving. These risks can take several forms, such as malicious attacks, vulnerabilities at other levels of the supply chain or in the mishandling of data or information.Our legacy information technology infrastructure also presents a risk. We continue to refresh and enhance our IT infrastructure. We conducted regular vulnerability scans and updated cyber event response plans, ensuring that they align with Government of Canada guidance, policies and industry best practices. This work ensures that products and services are delivered through up-to-date and sustainable electronic means that prevent unauthorized exploitation of systems, networks and technologies.
Resources required to achieve results
|
Resource
|
Planned
|
Actual
|
|---|---|---|
|
Spending
|
$8,619,003
|
$10,683,050
|
|
Full-time equivalents
|
70.5
|
67.2
|
The Finances section of the Infographic for CCOHS on GC Infobase page provides complete financial and human resources information related to its program inventory.
Related government priorities
This section highlights government priorities that are being addressed through this core responsibility.
Gender-based Analysis Plus
CCOHS recognizes the importance of Gender-based Analysis Plus (GBA Plus) perspectives and is committed to ensuring diverse groups of workers in Canada benefit from our products and services. CCOHS provides a wide range of occupational health and safety resources that may indirectly benefit all demographic groups.
An ongoing survey of website users revealed that usage is roughly gender balanced (45% of users were male, 50% were female and 2% were non-binary). We also learned that 6% of users identify as Indigenous, 9% identify as 2SLGBTQI+, 15% identify as visibly racial, 10% identify as a newcomer to Canada, and 28% live with a disability. This information helps us to understand the diversity of users and how we can meet their needs.
Targeted resources directly benefit a variety of demographic groups. In Canada, many young, new, aging, gig, and guest (temporary international) workers are employed in physically demanding, precarious, or hazardous jobs, which puts them at higher risk for injuries and illnesses. By expanding and updating our suite of resources, we are committed to supporting workplaces to create safe work environments and protect these workers.
To encourage greater gender balance in the field of occupational health and safety, we promote the Chad Bradley Scholarship to women enrolled in occupational health and safety-related courses or programs. This program highlights the importance of gender equality in the profession of occupational health and safety.
Program inventory
National Occupational Health and Safety Resource is supported by the following program:
- Occupational health and safety information and services
Additional information related to the program inventory for National Occupational Health and Safety Resource is available on the Results page on GC InfoBase.
Internal services
Description
Internal services are the activities and resources that support a department in meeting its corporate obligations and delivering its programs. The 10 categories of internal services are:
- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- material management services
- management and oversight services
- real property management services
Progress on results
This section presents details on how the department performed to achieve results and meet targets for internal services.
Internal services at CCOHS continue working to achieve the priorities in the Strategic Plan, outlined in the Departmental Plan
-
Human resources: CCOHS continues to improve the overall working experience of its employees and align human resources activities to support the organization’s strategic plan and objectives. We reviewed and updated several policies and practices and provided training for managers to support them in fulfilling their responsibilities.Employee engagement in the hybrid work environment was also a priority. Several in-person and hybrid engagement activities were held throughout the year, including a year-end social for all staff.
-
Accessibility: We updated our Accessibility Plan and continue to make progress in its implementation. The plan, developed in accordance with the Accessible Canada Act, includes commitments to promote accessibility across human resources, the built environment, information and communication technologies, communications, procurement and the design and delivery of products and services. This plan ensures that we take meaningful actions over the next three years to ensure that our programs, services and employment practices put accessibility at the forefront.
-
Information technology: Information technology continues to be a priority for CCOHS to ensure that we are able to deliver secure and reliable services to workers and workplaces in Canada. As part of our ongoing commitment to refresh and enhance our IT infrastructure, several services have been migrated from legacy infrastructure to modern and secure environments.
-
Cyber security: To strengthen cyber security, we implemented enhanced tools and policies. We continue to facilitate ongoing cyber security simulations to help employees learn how to recognize and respond to potential threats such as phishing campaigns. Regular vulnerability scans are also used to identify threats and opportunities to strengthen the environment.One of CCOHS’ senior digital services employees was recognized with a GC Security Award under the “Contribution Behind the Scenes” category at GC Security Awards Ceremony 2025. This award recognizes individuals who play a crucial role in their workplace, even though their contributions may not always be in the spotlight. The work of this employee and the digital services team in strengthening our cyber security posture, implementing proactive risk mitigation strategies, and helping ensure our compliance with evolving standards has been nothing short of exceptional.
-
Access to information and privacy: CCOHS is committed to upholding the responsibilities outlined in the Access to Information Act and the Privacy Act. We reviewed and updated privacy practices and registered a new personal information bank related to our psychological health and safety tools.
Resources required to achieve results
|
Resource
|
Planned
|
Actual
|
|---|---|---|
|
Spending
|
$5,061,954
|
$4,705,016
|
|
Full-time equivalents
|
41.4
|
38.8
|
The Finances section of the Infographic for CCOHS on GC Infobase page provides complete financial and human resources information related to its program inventory.
Contracts awarded to Indigenous businesses
Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.
As shown in Table 6, CCOHS awarded 7.15% of the total value of all contracts to Indigenous businesses for the fiscal year.
|
Contracting performance indicator
|
2025-26 result
|
|---|---|
|
Total value of contracts awarded to Indigenous businesses (A)
|
$98,831
|
|
Total value of contracts awarded to Indigenous and non‑Indigenous businesses (B)
|
$1,382,257
|
|
Value of exceptions approved by deputy head (C)
|
$0
|
|
Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100]
|
7.15%
|
Notes
For the purposes of the minimum 5% target, Indigenous Services Canada defines “Indigenous businesses” as:
- businesses owned and operated by Elders, band and tribal councils
- businesses registered in the Government of Canada’s Indigenous Business Directory
- registered on a modern treaty beneficiary business list
A “contract” is a binding agreement for the procurement of a good, service or construction and does not include real property leases. It includes contract amendments and contracts entered into by means of acquisition cards of more than $10,000.
In its 2026-27 Departmental Plan, CCOHS estimated that it would award 5% of the total value of its contracts to Indigenous businesses by the end of 2025-26. CCOHS exceeded its target of awarding at least 5% of the total value of contracts to Indigenous businesses in 2025-26, achieving 7.15%.
The higher-than-expected result was largely attributable to the use of an Indigenous-owned translation service provider, which accounted for approximately 58% of Indigenous procurement spending during the year. As procurement needs vary from year to year, results may not be directly comparable across reporting periods. CCOHS will continue to pursue opportunities to engage Indigenous businesses in support of federal Indigenous procurement objectives.
Spending and human resources
-
In this section
Spending
This section presents an overview of the department’s actual and planned expenditures from 2023-24 to 2028-29.
Budgetary performance summary
Table 7 shows the money that CCOHS spent in each of the past three years on its core responsibilities and on internal services.
|
Core responsibilities and internal services
|
2025-26 Main Estimates
|
2025-26 total authorities available for use
|
Actual spending over three years (authorities used)
|
|---|---|---|---|
|
National Occupational Health and Safety Resource
|
8,619,003
|
15,799,370
|
|
|
Internal services
|
5,061,954
|
9,278,994
|
|
|
Total
|
13,680,957
|
25,078,364
|
|
Analysis of the past three years of spending
CCOHS has legislative authority to retain and use revenues earned through its operations to support its mandate. As a result, the total authorities available for use includes the funding provided for the current fiscal year through the main estimates, which includes estimated cost-recovery revenues expected to be earned during the current fiscal year, as well as accumulated surplus revenues from previous years that have been retained pursuant to section 6(1)(g) of the Canadian Centre for Occupational Health and Safety Act.
The difference between the Main Estimates and total authorities available for use reflects revenues earned in prior years that remain available for future use. Revenues are generated by CCOHS through the sale of products and services, which includes multi-year contracts and ongoing projects. They are carried forward to support future operations, investments and other organizational priorities.
The Finances section of the Infographic for CCOHS on GC Infobase provides more financial information from previous years.
Planned spending for next three years
Table 8 shows CCOHS’ planned spending for each of the next three years on its core responsibilities and on internal services
|
Core responsibilities and internal services
|
2026-27 planned spending
|
2027-28 planned spending
|
2028-29 planned spending
|
|---|---|---|---|
|
National Occupational Health and Safety Resource
|
10,323,347
|
10,203,638
|
9,869,562
|
|
Internal services
|
5,185,030
|
5,159,926
|
5,204,377
|
|
Total
|
15,508,377
|
15,363,564
|
15,073,939
|
Analysis of the next three years of planned spending
Planned spending for fiscal years 2026-27 to 2028-29 represents authorities approved in the 2026-27 budgetary estimates and do not represent the use of CCOHS’ accumulated surplus, as these authorities are only reported upon planned use.
The Finances section of the Infographic for CCOHS on GC Infobase provides more detailed financial information related to future years.
Funding
This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services.
Graph 1 summarizes the department’s approved voted and statutory funding from 2023-24 to 2028-29.
Graph 1: Approved funding (statutory and voted) over a six-year period
Text version of graph 1
|
Fiscal Year
|
Statutory
|
Voted
|
Total
|
|---|---|---|---|
|
2023-24
|
$8,623,315
|
$6,389,195
|
$15,012,510
|
|
2024-25
|
$8,800,382
|
$6,078,790
|
$14,879,172
|
|
2025-26
|
$9,538,021
|
$5,850,045
|
$15,388,066
|
|
2026-27
|
$9,561,033
|
$5,250,204
|
$14,811,237
|
|
2027-28
|
$9,540,630
|
$5,125,794
|
$14,666,424
|
|
2028-29
|
$9,499,824
|
$4,876,975
|
$14,376,799
|
Analysis of statutory and voted funding over a six-year period
Funding is expected to decrease in 2026-27 to 2028-29 primarily as a result of spending reductions announced in Budget 2025 under the Government of Canada's Comprehensive Expenditure Review.
The year-over-year changes shown do not exactly match the announced reduction targets because CCOHS' funding includes both government appropriations and revenues generated through its operations. Together, these funding sources determine the total authorities available to CCOHS.
CCOHS will continue to use its resources efficiently to support the delivery of its mandate.
Consult the Public Accounts of Canada for further information on CCOHS’ departmental voted and statutory expenditures.
Financial statement highlights
This section presents CCOHS’ Financial statements (audited) for the year ended March 31, 2026 .
Table 9 summarizes the expenses and revenues for 2025-26, which net to the cost of operations before government funding and transfers.
|
Financial information
|
2025-26 actual results
|
2025-26 planned results
|
Difference (actual results minus planned)
|
|---|---|---|---|
|
Total expenses
|
17,384,267
|
19,625,353
|
(2,241,086)
|
|
Total revenues
|
8,831,793
|
8,042,920
|
788,873
|
|
Net cost of operations before government funding and transfers
|
8,552,474
|
11,582,433
|
(3,029,959)
|
Analysis of expenses and revenues for 2025-26
Actual results for total expenses are lower than planned. CCOHS carefully scrutinized and controlled expenditures in salaries, professional services, cloud usage, software, travel and other areas to reduce costs where possible. This deliberate shift to a more disciplined spending approach aligned with the Government’s priority to find savings and reduce spending.
Actual results for total revenues were slightly higher than planned as a result of increased sales of the Business Safety Portal and other occupational health and safety products and services.
The net cost of operations before government funding and transfers decreased due to the decreased expenses and increased revenues.
The 2025-26 planned results information is provided in CCOHS’ Future-Oriented Statement of Operations and Notes 2025-26.
Table 10 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.
|
Financial information
|
2025-26 actual results
|
2024-25 actual results
|
Difference (2025-26 minus 2024-25)
|
|---|---|---|---|
|
Total expenses
|
17,384,267
|
16,454,159
|
930,108
|
|
Total revenues
|
8,831,793
|
7,879,867
|
951,926
|
|
Net cost of operations before government funding and transfers
|
8,552,474
|
8,574,292
|
(21,818)
|
Analysis of differences in expenses and revenues between 2024-25 and 2025-26
Revenues increased in 2025-26 compared with 2024-25, primarily due to work performed with a jurisdictional partner to support the launch of the Business Safety Portal. This initiative contributed to higher service revenue during the year and was the main factor driving the increase in overall revenues.
Table 11 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.
|
Financial information
|
Actual fiscal year (2025-26)
|
Previous fiscal year (2024-25)
|
Difference (2025-26 minus 2024-25)
|
|---|---|---|---|
|
Total net liabilities
|
5,129,536
|
5,304,854
|
(175,318)
|
|
Total net financial assets
|
2,160,104
|
2,076,739
|
83,365
|
|
Departmental net debt
|
(2,969,432)
|
(3,228,115)
|
258,683
|
|
Total non-financial assets
|
393,538
|
516,508
|
(122,970)
|
|
Departmental net financial position
|
(2,575,894)
|
(2,711,607)
|
135,713
|
Analysis of department’s liabilities and assets since last fiscal year
The majority of CCOHS' departmental net debt is attributable to deferred revenues associated with the Business Safety Portal. The balance arises from the timing difference between when funds are received and when the related work is performed and recognized as revenue.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2023-24 to 2028-29.
Table 12 shows a summary in full-time equivalents of human resources for CCOHS’ core responsibilities and for its internal services for the previous three fiscal years.
|
Core responsibilities and internal services
|
2023-24 actual full-time equivalents
|
2024-25 actual full-time equivalents
|
2025-26 actual full-time equivalents
|
|---|---|---|---|
|
National Occupational Health and Safety Resource
|
68.0
|
68.9
|
67.2
|
|
Internal services
|
30.8
|
34.8
|
38.8
|
|
Total
|
98.8
|
103.7
|
106.0
|
Analysis of human resources for the last three years
The number of full-time equivalents in Internal services increased during the year as CCOHS continued its efforts to modernize its digital environment and transition from legacy systems. Term employees were hired to provide temporary capacity to support the implementation of this work.
Table 13 shows the planned full-time equivalents for each of CCOHS’ core responsibilities and for its internal services for the next three years. Human resources for the current fiscal year are forecast based on year to date.
|
Core responsibilities and internal services
|
2026-27 planned full-time equivalents
|
2027-28 planned full-time equivalents
|
2028-29 planned full-time equivalents
|
|---|---|---|---|
|
National Occupational Health and Safety Resource
|
73.7
|
73.2
|
70.2
|
|
Internal services
|
37.0
|
37.0
|
37.0
|
|
Total
|
110.7
|
110.2
|
107.2
|
Analysis of human resources for the next three years
The Comprehensive Expenditure Review included planned reductions of 2.5 full-time equivalents in 2026-27, 0.5 full-time equivalent in 2027-28, and a further 3.0 full-time equivalents in 2028-29. Notwithstanding these reductions, planned full-time equivalent levels will increase in 2026-27 due primarily to time-limited investments to support the renewal of several CCOHS products and the ongoing maintenance and enhancement of the Business Safety Portal. Term employees will be engaged to provide temporary capacity to undertake this work.
Supplementary information tables
The following supplementary information tables are available on CCOHS’ website:
Federal tax expenditures
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures . This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Corporate information
Departmental profile
- Appropriate minister(s): The Honourable Patty Hajdu, Minister of Jobs and Families and Minister Responsible for the Federal Economic Development Agency for Northern Ontario
- Institutional head: Anne Tennier, P.Eng. EP, President and Chief Executive Officer
- Ministerial portfolio: Labour Program
- Enabling instrument(s): Canadian Centre for Occupational Health and Safety Act
- Year of incorporation or commencement: 1978
Departmental contact information
Mailing address: Canadian Centre for Occupational Health and Safety
135 Hunter Street East
Hamilton ON L8N 1M5
Telephone: 905-572-2981; 1-800-668-4284 (Canada and US)
Fax: 905-572-2206
Email: resultsreporting@ccohs.ca
Website(s): www.ccohs.ca
Definitions
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
- Departmental Plan (plan ministériel)
- A report that outlines the anticipated activities and expected performance of an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament in spring.
- departmental priority (priorité)
- A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
- departmental result (résultat ministériel)
- A high-level outcome related to the core responsibilities of a department.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative or qualitative measure that assesses progress toward a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- Full-time equivalent (équivalent temps plein)
- Measures the person years in a departmental budget. An employee’s scheduled hours per week divided by the employer’s hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
- Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
- government priorities (priorités pangouvernementales)
- For the purpose of the 2025-26 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2025 Speech from the Throne.
- horizontal initiative (initiative horizontale)
- A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
- Indigenous business (entreprise autochtones)
- Requirements for verifying Indigenous businesses for the purposes of the departmental result report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.
- non-budgetary expenditures (dépenses non budgétaires)
- Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
- performance (rendement)
- What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
- plan (plan)
- The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
- planned spending (dépenses prévues)
- For Departmental Plans and Departmental Results Reports, planned spending refers to the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- A listing that identifies all the department’s programs and the resources that contribute to delivering on the department’s core responsibilities and achieving its results.
- result (résultat)
- An outcome or output related to the activities of a department, policy, program or initiative.
- statutory expenditures (dépenses législatives)
- Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.
- target (cible)
- A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
- voted expenditures (dépenses votées)
- Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.
