National Research Council Canada's 2023-24 Departmental results report

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From the Minister

The Honourable François-Philippe Champagne

Minister of Innovation, Science and Industry

It is my pleasure to present the 2023–24 Departmental Results Report for the National Research Council of Canada (NRC).

Throughout the past year, the NRC and other organizations in the Innovation, Science and Economic Development (ISED) Portfolio worked closely with other government departments and agencies to build a more resilient, sustainable and inclusive economy that benefits all Canadians.

The NRC's newly released 2024-2029 Strategic Plan: Research Powering Innovation for Canada outlines how the NRC will drive research and innovation to address Canada's economic, social, and environmental challenges. By leveraging cutting-edge technologies and collaborating with partners in critical areas like clean energy, life sciences, artificial intelligence and quantum technologies, the NRC is helping position Canada for the future. In the past year, the NRC began scoping work with provinces and territories for novel approaches to increase Canada's housing supply, licensed therapeutics technologies to develop new Canadian healthcare solutions, and advanced foundational quantum research projects in support of Canada's National Quantum Strategy and maintaining Canada's global leadership in the field.

The National Research Council Industrial Research Assistance Program (NRC IRAP) has been supporting Canadian industry for over 75 years with a unique combination of advice and financial support. In 2023-24, NRC IRAP helped over 9,400 Canadian companies grow and bring their ideas to market. The NRC will continue to open doors and help Canadian businesses enter global markets by supporting Canada as co-chair of Eureka, the largest innovation network in the world. Through the NRC, Canada is now a member of the Square Kilometre Array Observatory, which will provide Canadian scientists with access to one of the world's leading astronomical facilities, and help maintain Canadian leadership in the international astronomical community. Across all industries and research, the NRC has reinforced its commitment to inclusive innovation by driving transformative research that empowers Indigenous communities, promoting diversity-focused recruitment programs, and supporting early career scientists from all backgrounds.

I invite you to read this report to learn more about how the NRC is working together with Canadians of all backgrounds and in all regions—urban and rural—to position Canada as a leader in the global economy.

From the President

Mitch Davies

NRC President

The National Research Council of Canada (NRC) is Canada's largest federal research and development organization with more than a century of achievement. Today we are working to deliver on our new 5-year strategic plan, which establishes our priorities in research and innovation in areas where we can have the greatest impact, help meet the challenges Canada faces and help secure a prosperous future.

Over the past year, we worked to advance clean hydrogen as an alternative to fossil fuels through our Materials for Clean Fuels Challenge program. We used artificial intelligence to make landing helicopters in degraded visual environments safer, and designed a way for human immune cells to kill cancer cells, which is slated to be tested in clinical trials in 2024 to fight B-cell leukemia and lymphoma.

For more than 75 years, the NRC has worked through the Industrial Research Assistance Program (NRC IRAP) to support small and medium‑sized enterprises (SMEs) in developing innovations that drive the growth of these businesses and Canada's future prosperity. In 2023-24, NRC IRAP expanded its advisory service offering to help innovative Canadian SMEs protect their intellectual property (IP) through the IP Assist program. NRC IRAP continues to deliver its long-standing mission as advisor, connector and funder of our most promising businesses. As we look to the future, we are excited to bring new value as we pursue growth together, for example, in unlocking the value of artificial intelligence to drive innovation around new business models, products and services.

Collaboration is an important contributor to the NRC's results, and international collaboration helps spark innovation, open new markets and strengthen ties around the world. As a full member of the largest innovation network in the world - Eureka - Canada took on the co-chair role with Germany for 2024-2025—the first time in the network's almost 40-year history that the chair role will be shared and the first time a non-European country will take on this role. Eureka has helped thousands of Canadian businesses to connect with new partners, new research collaborators and develop relationships in new markets early in their growth journey.

With research excellence at the core of our mandate, we remain committed to fostering the next generation of scientists and engineers by launching initiatives to support the development of our workforce and diverse Canadian STEM talent. Excellence in research and innovation depends on a diversity of viewpoints, and we are bringing a range of perspectives into the design and delivery of our programs to make our research and innovation activities accessible to and beneficial for all Canadians. The NRC values a representative workforce and the performance results help us target our efforts where they are most needed. In 2023-24, we hired our first Indigenous engagement advisor as part of the newly created Indigenous Strategy and Engagement team, and developed the NRC's Indigenous Engagement Strategic Plan for 2024–29. This outlines our key objectives for Indigenous-inclusive innovation, including integrating Indigenous priorities into our research and operational activities.

As we reflect on our results, we are committed to delivering value for Canada and challenging ourselves to improve and meet ambitious targets along the way. We are pleased to present our departmental results report to allow Canadians to see what we have achieved and where we strive to do more. I am pleased to lead the NRC in delivering on our strategic plan, building on a foundation of leadership in research powering over 100 years of innovation.

Results – what we achieved

Core responsibility and internal services

Core responsibility: Science and innovation

Description

Grow and enhance Canada's prosperity through:

  • undertaking, assisting and promoting innovation-driven research and development (R&D);
  • advancing fundamental science and Canada's global research excellence;
  • providing government, business and research communities with access to scientific and technological infrastructure, services and information; and
  • supporting Canada's skilled workforce and capabilities in science and innovation.

The NRC has 3 departmental results for tracking and reporting against its core responsibility:

  • Scientific and technological knowledge advances
  • Innovative businesses grow
  • Evidence-based solutions inform decisions in government priority areas

Progress on results

This section presents details on how the department performed to achieve results and meet targets for its core responsibility Science and innovation. Details are presented by departmental result.

Table 1: Targets and results for Science and innovation

Table 1 provides a summary of the target and actual results for each indicator associated with the results under scientific and technological knowledge advances.

Scientific and technological knowledge advances
Departmental result indicatorsTargetDate to achieve targetActual results
Citation score of National Research Council generated publications relative to the world average.1.25March 31, 2024
  • 2021–22: 1.21
  • 2022–23: 1.19
  • 2023–24: 1.28
Number of peer-reviewed publications generated by the NRC1,050March 31, 2024
  • 2021–22: 1,187
  • 2022–23: 1,222
  • 2023–24: 1,277
Number of patents issued to the NRC90March 31, 2024
  • 2021–22: 99
  • 2022–23: 104
  • 2023–24: 166
Number of licence agreements35March 31, 2024
  • 2021–22: 30
  • 2022–23: 46
  • 2023–24: 39
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability - Women1.00March 31, 2024
  • 2021–22: 1.03
  • 2022–23: 1.04
  • 2023–24: 1.07
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability - Indigenous Peoples0.75March 31, 2024
  • 2021–22: 0.60
  • 2022–23: 0.63
  • 2023–24: 0.74
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability - Racialized persons1.00March 31, 2024
  • 2021–22: 0.94
  • 2022–23: 1.00
  • 2023–24: 1.10
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability - Persons with disabilities0.65March 31, 2024
  • 2021–22: 0.45
  • 2022–23: 0.57
  • 2023–24: 0.65
Innovative businesses grow
Departmental result indicatorsTargetDate to achieve targetActual results
Percentage of research and development clients who report positive benefits of working with the NRC90%March 31, 2024
  • 2021–22: 93%
  • 2022–23: 89%
  • 2023–24: 84%
Percentage revenue growth of firms engaged with the National Research Council (NRC Industrial Research Assistance Program-engaged firms)20%March 31, 2024
  • 2021–22: 32%
  • 2022–23: 35%
  • 2023–24: 35%
Percentage growth in Canada's science and technology related jobs through NRC supported firms (NRC Industrial Research Assistance Program -engaged firms)10%March 31, 2024
  • 2021–22: 18%
  • 2022–23: 21%
  • 2023–24: 21%
Revenue earned from clients and collaborators$80.0MMarch 31, 2024
  • 2021–22: $86.2M
  • 2022–23: $84.7M
  • 2023–24: $67.1M
Evidence-based solutions inform decisions in government priority areas
Departmental result indicatorsTargetDate to achieve targetActual results
Revenue earned from other federal government departments$80.0MMarch 31, 2024
  • 2021–22: $79.6M
  • 2022–23: $80.4M
  • 2023–24: $93.1M
Number of NRC peer-reviewed publications co-authored with other federal government departments60March 31, 2024
  • 2021–22: 83
  • 2022–23: 62
  • 2023–24: 75

Additional information on the detailed results and performance information for the NRC's program inventory is available on GC InfoBase.

Details on results

The following section describes the results for Science and innovation in 2023–24 compared with the planned results set out in the NRC's departmental plan for the year. Note: the NRC leveraged its internal generative AI tool (AI Zone) to support the development of content within this report; all AI generated content has been reviewed and validated by a human.

Key risks

Risks to the NRC's achievement of results were primarily driven by external factors such as cyber threats, economic uncertainty and geopolitical instability, as well as internal challenges related to maintaining a leading workforce and aging infrastructure. To mitigate the risk of cyber-attacks, the NRC developed a Cyber Security Event Management Plan, provided ongoing training for employees about cyber security risks and continued working with partners, including Shared Services Canada, to increase the NRC's overall cyber security maturity. Implementation of the NRC's new research security policy and guidance documents, consistent with federal direction, will help mitigate potential impacts on NRC security and collaborative relationships.

The NRC is addressing challenges in attracting and retaining new talent through a Talent Attraction Strategy with an NRC employer value proposition to position the NRC as an employer of choice, and launched new recruitment programs focused on attracting diverse talent. To offset the risks associated with aging infrastructure, the NRC approved its first wave of facilities projects with the funding announced in the 2022 Fall Economic Statement and developed a process to prioritize future investments in NRC buildings and facilities to revitalize the NRC's overall facility portfolio.

Resources required to achieve results

Table 2: Snapshot of resources required for Science and innovation

Table 2 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

Table 2 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
ResourcePlannedActual
Spending1,388,919,2041,328,737,018
Full-time equivalents3,302.83,263.3

Complete financial and human resources information for the NRC's program inventory is available on GC InfoBase.

Related government-wide priorities

Program inventory

The following programs support Science and innovation:

  • Advanced Electronics and Photonics
  • Aerospace
  • Aquatic and Crop Resource Development
  • Automotive and Surface Transportation
  • Biologics Manufacturing Centre
  • Business Management Support (Enabling)
  • Collaborative Science, Technology and Innovation Program
  • Construction
  • Design & Fabrication Services (Enabling)
  • Digital Technologies
  • Energy, Mining and Environment
  • Genomics Research and Development Initiative Shared Priority Projects
  • Herzberg Astronomy & Astrophysics
  • Human Health Therapeutics
  • Industrial Research Assistance Program
  • International Affiliations
  • Medical Devices
  • Metrology
  • Nanotechnology
  • National Science Library
  • Ocean, Coastal and River Engineering
  • Research Information Technology Platforms (Enabling)
  • Security and Disruptive Technologies
  • Special Purpose Real Property (Enabling)
  • TRIUMF

Additional information related to the program inventory for Science and innovation is available on the Results page on GC InfoBase.

Internal services

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

  • management and oversight services
  • communications services
  • legal services
  • human resources management services
  • financial management services
  • information management (IM) services
  • information technology (IT) services
  • real property management services
  • materiel management services
  • acquisition management services

Progress on results

This section presents details on how the department performed to achieve results and meet targets for internal services.

To achieve its departmental priorities and goals, the NRC delivers necessary services and tools to its workforce and researchers. The NRC continued its efforts to commit to a more efficient and effective approach to serving researchers.

Enabling research excellence through modernization and digitalization

In 2023-24, the NRC made significant progress in modernizing its IT operations, processes and tools to facilitate innovative research and drive scientific progress. Continuous improvements to supporting research IT see that the highest possible value is obtained from investments in generating scalable, sustainable, and inclusive IP.

  • In collaboration with Public Services and Procurement Canada's Labs Canada, the NRC led 3 projects to evaluate innovative approaches for modernized IT and IM research solutions, which could be deployed more broadly across Labs Canada participants. Projects focused on testing technology to preserve research data, enabling Digital Lab Software as a Service (SaaS) Notebooks, and trialing a proof of concept for M365 access within the secure research network.
  • The NRC provides a leadership role within the federal government, co-chairing the Chief Information Officers (CIOs) Science Portfolio roundtable and ongoing meetings with Labs Canada to address digital requirements for researchers. Active engagement with CIOs from science-based departments and agencies has now been formalized by establishing a CIO community of practice to foster knowledge exchange and promote innovation in digital solutions for research.
  • The NRC continues to modernize its IT and IM operations by leveraging cloud environments, enhancing data security, and improving its cybersecurity capabilities. In 2023-24, the NRC increased its cloud usage by 99% compared to the previous year, deployed Microsoft Power BI for monitoring and analysis and launched the NRC's AI Zone, an internal cloud-hosted portal for NRC employees to access secure AI services and information. Cyber security considerations were at the forefront of these new developments, along with the implementation of the NRCs Vulnerability Remediation Plan.
  • The NRC established a Service Management Office to improve service delivery to researchers, streamline processes, enhance client relationships, and increase transparency. Improvements to research IT will see that Canadians realize the highest possible value from their investment in scalable, sustainable and inclusive IP generation.
  • As part of its 4-year lifecycle initiative, the NRC replaced 1,250 end-of-life laptops, significantly contributing to the organization's security posture, and replaced conventional landlines with Microsoft Teams Phone, a more cost-effective and modern solution.

To deliver the major capital projects needed to modernize the NRC's research infrastructure, the NRC has strengthened its internal capacity for investment planning and effective project management. The NRC developed new tools, templates, and guidance to support major capital investment projects, and launched a new Community of Practice for Investment Planners to strengthen investment planning capacity across all research and innovation programs. In 2023-24, the NRC developed and approved 10 additional facility renewal re-capitalization projects, bringing the total number of approved projects to 18. The NRC also developed and socialized the intake process and assessment criteria for the next wave of capital investments, scheduled to launch in November 2024.

Strengthening corporate services

The NRC successfully launched several initiatives to boost security capacity and employee awareness. This included a new digital security screening process and new training programs for employees. Cyber security continued to be a priority, with ongoing phishing simulation campaigns to raise awareness about the potential threats and training to equip employees with the skills and up-to-date knowledge to safeguard sensitive information and systems.

In 2023-24, the NRC made significant efforts to strengthen key corporate priorities for the organization, such as EDI, workplace health and safety, and talent attraction.

  • The NRC released its 2024-2029 Human Resources Branch's Strategic Plan, focusing on attracting and retaining talent, developing leadership, employee wellness, diversity and inclusion, and modernizing HR programs and services. Initiatives underway include implementing the NRC's Talent Attraction Strategy which focuses on a new employee value proposition and employer brand, and diversity-focused recruitment programs, including the Indigenous Student Employment Program and Persons with Disabilities Internship Program.
  • Following a comprehensive review, the NRC implemented a new structure and service delivery model for its HR services on April 1, 2023. This reorganization enables more strategic support and improved operational effectiveness, enhanced focus on EDI, talent attraction, and talent management while better aligning HR service providers with specific client needs, and bolstering corporate labour relations and compensation functions.
  • In fall 2023, the NRC revamped its workforce planning to enhance diversity considerations, succession and retirement strategies alongside tools for nurturing high-potential talent. Early in 2024, the NRC introduced a pilot sponsorship program to support Indigenous and racialized talent, and launched a supervisor training series and an executive leadership development award to foster innovation and excellence among future leaders.
  • A comprehensive employment systems review, implementing the NRC 2023-2025 Accessibility Plan, establishing a new NRC Persons with Disabilities Network, and introducing tools and networks to support inclusive hiring and innovation helped the NRC achieve representation goals and, in some cases, surpass the Canadian average labour market availability (see departmental results table in this report).
  • The NRC successfully promoted employee wellness through the final phase of its 3-year Wellness Strategy and continued promoting wellness during the transition to hybrid work. This included leveraging a wellness ambassador network, a wellness portal, supervisor toolkits, and training and events through a partnership with the Canadian Innovation Centre for Mental Health in the Workplace.
  • The NRC established an independent ombud office to enhance neutrality and impartiality of its informal conflict resolution services. Throughout the year, the ombud office engaged in hundreds of conversations with employees and key internal stakeholders, information sessions, mandatory training, and mediation to bolster conflict resolution and communication skills across the organization. Moreover, the ombud office supplemented the NRC Workplace Harassment and Violence Prevention and Resolution Policy with additional guidance, and continued to review the NRC Code of Conduct with a focus on clarifying expected behaviors under NRC values, which will be finalized in 2024-25. These coordinated initiatives improved the management and resolution of workplace issues.
  • The NRC launched a workplace safety campaign, called "Make It Safe!" in November 2023. A national safety stand-down event kicked off the campaign to create an open dialogue and promote a consistent understanding of safe work practices. This campaign reflects the NRC's commitment to safety in all that we do, so everyone can go home safely at the end of the day.

The NRC continued outreach activities and enhanced its online presence by publishing 70 success stories, promoting key research areas like climate change and sustainability, and engaging users through social media strategies. Other work to promote the use of social media included training researchers for media interactions, implementing a social media interaction strategy, featuring the work of the NRC and its researchers through LinkedIn, weekly blogs, Instagram campaigns and trending hashtags, and cross promotion with other government social media.

Resources required to achieve results

Table 3: Resources required to achieve results for internal services this year

Table 3 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

Table 3 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
ResourcePlannedActual
Spending159,510,996197,243,636
Full-time equivalents1,007.51,059.9

Complete financial and human resources information for the NRC's program inventory is available on GC InfoBase.

Contracts awarded to Indigenous businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024–25.

The NRC's result for 2023-24:

Table 4: Total value of contracts awarded to Indigenous businessesFootnote 3

As shown in Table 4, the NRC awarded 1.6% of the total value of all contracts to Indigenous businesses for the fiscal year.

Table 4: Total value of contracts awarded to Indigenous businesses
Contracting performance indicators2023-24 results
Total value of contracts awarded to Indigenous businessesFootnote 4 (A)$ 3,736,773
Total value of contracts awarded to Indigenous and non‑Indigenous businessesFootnote 5 (B)$ 232,225,599
Value of exceptions approved by deputy head (C)$0
Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100]1.6%

The NRC is a Phase 3 department and is aiming to achieve the minimum 5% target by the end of 2024–25. The NRC has taken or will be taking the following measures to achieve the 5% minimum target:

  • Include clauses and evaluation criteria that prioritize Indigenous businesses in calls for tender documents.
  • Incentivize suppliers to support and provide direct and indirect opportunities to Indigenous Owned Businesses (IOBs) by incorporating socio-economic considerations and requiring Indigenous participation plans.
  • Participate in reverse trade shows to actively seek new partnerships with Indigenous networks and following-up with Indigenous suppliers.
  • Increase awareness of Indigenous business considerations with procurement professionals by leveraging checklists within the NRC's procurement case management system to prevent Indigenous procurement opportunities from being overlooked.
  • Increase awareness of Indigenous business considerations with management, project managers and technical authorities.
  • Leverage PSPC procurement vehicles and mandatory tools, including standing offers and supply arrangements as appropriate for the commodity type to identify and contract with IOBs.

The NRC will monitor and report on contracts awarded to Indigenous businesses throughout the fiscal year.

Spending and human resources

Spending

This section presents an overview of the department's actual and planned expenditures from 2021–22 to 2026–27.

Budgetary performance summary

Table 5: Actual 3-year spending on core responsibility and internal services (dollars)

Table 5 presents how much money the NRC spent over the past 3 years to carry out its core responsibility and for internal services.

Table 5: Actual 3-year spending on core responsibility and internal services (dollars)
Core responsibility and internal services2023–24 Main Estimates2023–24 total authorities available for useActual spending over 3 years (authorities used)
Science and innovation1,388,919,2041,620,803,733
  • 2021–22: 1,285,688,819
  • 2022–23: 1,306,954,477
  • 2023–24: 1,328,737,018
Internal services159,510,996198,229,269
  • 2021–22: 150,620,495
  • 2022–23: 163,802,501
  • 2023–24: 197,243,636
Total1,595,142,9741,819,033,0021,525,980,654
Table 6: Planned 3-year spending on core responsibility and internal services (dollars)

Table 6 presents how much money the NRC plans to spend over the next 3 years to carry out its core responsibility and for internal services.

Table 6: Planned 3-year spending on core responsibility and internal services (dollars)
Core responsibility and internal services2024–25 planned spending2025–26 planned spending2026–27 planned spending
Science and Innovation1,423,622,0511,369,537,4651,318,164,322
Internal services171,520,923180,066,049179,553,623
Total1,595,142,9741,549,603,5141,497,717,945

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibility and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1: Approved funding (statutory and voted) over a 6-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2021-22 to 2026-27.

Departmental spending trend graph. Text version below.

Financial statement highlights

The NRC's complete financial statements (audited) for the year ended March 31, 2024, are available online.

Table 7: Condensed Statement of Operations (audited) for the year ended March 31, 2024 (dollars)

Table 7 summarizes the expenses and revenues for 2023–24 which net to the cost of operations before government funding and transfers.

Table 7: Condensed Statement of Operations (unaudited or audited) for the year ended March 31, 2024 (dollars)
Financial information2023–24 actual results2023–24 planned resultsDifference (actual results minus planned)
Total expenses1,554,745,0001,557,149,000(2,404,000)
Total revenues182,665,000184,369,000(1,704,000)
Net cost of operations before government funding and transfers1,372,080,0001,372,780,000(700,000)

The 2023–24 planned results information is provided in the NRC's Future-Oriented Statement of Operations and Notes 2023–24.

Table 8: Condensed Statement of Operations (audited) for the year ended March 31, 2024 (dollars)

Table 8 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.

Table 8: Condensed Statement of Operations (audited) for the year ended March 31, 2024 (dollars)
Financial information2023–24 actual results2022–23 actual resultsDifference (2023-24 minus 2022-23)
Total expenses1,554,745,0001,479,917,00074,828,000
Total revenues182,665,000189,254,000(6,589,000)
Net cost of operations before government funding and transfers1,372,080,0001,290,663,00081,417,000

The NRC's consolidated financial statements include the NRC and its portion of the accounts of the Canada-France-Hawaii Telescope Corporation (CFHT) and Thirty Meter Telescope International Observatory LLC (TIO). The NRC relationship with CFHT and TIO meets the definition of a government partnership under Canadian public sector accounting standards, which requires that its results be proportionally consolidated within those of the NRC. All inter-organizational balances and transactions are eliminated as part of the consolidation process. CFHT and TIO statements as at December 31, 2023 have been proportionally consolidated with the NRC's March 31 accounts.

The NRC's consolidated total expenses of $1,555 million in 2023-24 represent an increase of $75 million from $1,480 million in 2022-23. The NRC's major expense components are salaries and employee benefits ($621 million) and grants and contributions ($615 million), representing nearly 80% of total expenses. The $75 million increase is primarily due to an increase in salary and employee benefits of $36 million, an increase in other operating expenses of $20 million, and an increase in grants and contributions of $19 million. The increase in other operating expenses is mainly due to a $10 million increase in professional services and a $6 million increase in transportation and communication (primarily travel). The salary increase is mainly due to increased rates of pay linked to collective bargaining. The increase in grants and contributions is mainly due to an $18 million increase in contributions to the Square Kilometre Array Observatory, an $18 million increase in contributions to the Biologics Manufacturing Centre Inc., a $24 million decrease in NRC IRAP contributions under the Vaccine and Therapeutics program, and a net $8 million increase in other NRC IRAP transfer payment programs. The planned expenses, as reported in the NRC's Consolidated Future-Oriented Statement of Operations in the 2023-24 Departmental Plan were $1,557 million. The variance between planned and actual results of $2 million is primarily due to an increase of $34 million in grants and contributions, and decreases of $29 million in other operating expenses and $7 million in salaries.

The NRC generates revenue which can be reinvested in operations. The NRC's consolidated total revenues of $183 million in 2023-24 represent a decrease of $7 million from 2022-23. The NRC's major revenue components were research services ($74 million) and technical services ($77 million), representing 83% of total revenues. The planned revenue, as reported in the NRC's Consolidated Future-Oriented Statement of Operations in the 2023-24 Departmental Plan was $184 million.

Graph 2: Expenses by Type (2023-24)
Percent of total expenses. Text version below.
Graph 3: Revenues by Type (2023-24)
Percent of total revenues. Text version below.

Table 9: Condensed Statement of Financial Position (audited) as of March 31, 2024 (dollars)

Table 9 provides a brief snapshot of the department's liabilities (what it owes) and assets (what the department owns), which helps to indicate its ability to carry out programs and services.

Table 9: Condensed Statement of Financial Position (unaudited or audited) as of March 31, 2024 (dollars)
Financial informationActual fiscal year (2023–24)Previous fiscal year (2022–23)Difference (2023–24 minus 2022–23)
Total net financial assets455,369,000390,809,00064,560,000
Total net liabilities378,612,000334,293,00044,319,000
Departmental net financial assets76,757,00056,516,00020,241,000
Total non-financial assets955,527,000924,656,00030,871,000
Departmental net financial position1,032,284,000981,172,00051,112,000

The NRC's consolidated net financial assets totaled $455 million as at March 31, 2024, an increase of $65 million from the March 31, 2023 balance of $391 million. The balance is made up of the amounts due from the Consolidated Revenue Fund (CRF), accounts receivable, inventory for resale, and cash and investments. The increase is primarily due to a $69 million increase of the amounts due from the CRF, and a $3 million decrease in cash and investments.

The NRC's consolidated liabilities consist of accounts payable and accrued liabilities, vacation and compensatory leave, lease inducements, deferred revenues, employee future benefits, and asset retirement obligations. The balance as at March 31, 2024 of $379 million represents a $44 million increase from the March 31, 2023 balance of $334 million. The increase is primarily due to a $45 million increase in accounts payable and accrued liabilities, most of which is for accrued wages and employee benefits.

Graph 4: Net Financial Assets as at March 31, 2024
Percent of total net financial assets. Text version below.
Graph 5: Liabilities as at March 31, 2024
Percent of total liabilities. Text version below.

Human resources

This section presents an overview of the department's actual and planned human resources from 2021–22 to 2026–27.

Table 10: Actual human resources for core responsibility and internal services

Table 10 shows a summary of human resources, in full-time equivalents (FTEs), for the NRC's core responsibility and for its internal services for the previous 3 fiscal years.

Table 10: Actual human resources for core responsibility and internal services
Core responsibility and internal services2021–22 actual FTEs2022–23 actual FTEs2023–24 actual FTEs
Science and Innovation3,307.73,300.83,263.3
Internal services978.2962.51,059.9
Total4,285.94,263.34,323.2

Table 11: Human resources planning summary for core responsibility and internal services

Table 11 shows information on human resources, in full-time equivalents (FTEs), for each of the NRC's core responsibility and for its internal services planned for the next 3 years. Human resources for the current fiscal year are forecasted based on year to date.

Table 11: Human resources planning summary for core responsibility and internal services
Core responsibility and internal services2024–25 planned FTEs2025–26 planned FTEs2026–27 planned FTEs
Science and Innovation3,342.63,342.63,322.6
Internal services1,056.51,056.51,056.5
Total4,399.14,399.14,379.1

Corporate information

Supplementary information tables

The following supplementary information tables are available on the NRC's 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.

Definitions