National Research Council Canada's 2026–27 Departmental Plan

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At a glance

This departmental plan details the National Research Council of Canada's (NRC) priorities, plans and associated costs for the upcoming 3 fiscal years.

These plans align with the priorities outlined in the Mandate Letter, as well as the NRC's Vision, mission, raison d'être and operating context.

Key priorities

The NRC identified the following priorities for 2026 to 2027:

  • Supporting defence research, innovation and industrialization
  • Leveraging the NRC's expertise in construction to support housing affordability and availability
  • Supporting industrial growth in traditional and emerging sectors
  • Making available research excellence in support of academic and private-sector partners

These priorities are supported by the 4 strategic research areas as set out in the NRC Strategic Plan 2024 to 2029:

  • Climate change and sustainability
  • Health and biomanufacturing
  • Digital and quantum technologies
  • Foundational research

Comprehensive expenditure review

The government is committed to restraining the growth of day-to-day operational spending to make investments that will grow the economy and benefit Canadians.

As part of meeting this commitment, the NRC is planning the following spending reductions:

  • 2026–27: $95,323,000
  • 2027–28: $127,097,000
  • 2028–29: $190,646,000

It is anticipated that these spending reductions will involve a decrease of approximately 510 full-time equivalents by 2028 to 2029.

The National Research Council of Canada will achieve these reductions by doing the following:

  • Aligning our portfolio of research capabilities with our strategic plan and government priorities. We have reduced expenditures and made the decision to wind-down teams in some areas of research. We have taken decisions that sustain a high level of research excellence in areas where the NRC is counted on to deliver, consistent with our mandate and strategy, emerging national priorities, and recent reviews and evaluations.
  • Consolidating and streamlining corporate and enabling services to increase efficiency, benefit from new technology and business processes, and reduce costs. While the first phase of the NRC's CER implementation in 2025 to 2026 had a greater impact on research centres, the next phases of workforce adjustment will impact corporate and enabling services and the executive levels to a greater degree. The full CER roll out will be completed by the end of 2026 to 2027. In total, by the third year of implementation, 510 positions will be eliminated, including specifically reducing executive positions by 28 (12% of our executive workforce). Overall, these changes are consistent with the goal of preserving the maximum possible support for core research and innovation work across the organization.
  • The NRC's grants and contributions will also be reduced as part of the CER, and we will adjust so we continue to support strategic activities and relationships.

The figures in this departmental plan reflect these reductions.

Highlights for the National Research Council Canada in 2026 to 2027

In 2026 to 2027, the National Research Council of Canada will continue advancing mission-driven science and innovation that strengthens Canada's national security, economic resilience and global competitiveness. Priority initiatives include advancing emerging, dual-use technologies for quantum sensing, computing and networking, and supporting Canada's innovative businesses to pivot into defence and dual-use applications to build a strong and sustainable defence sector in Canada.

As part of building a strong defence industry in Canada, the NRC will support strategic partners to strengthen Canadian defence industrialization by developing technologies that are dual use and address priority capability needs, strengthening domestic supply chains and accelerating the transition of innovation from concept to deployment. This will include support to accelerate defence industrial innovation in Unmanned Aircraft Systems technologies and airborne defence capability development within Canada's ecosystem through cutting-edge research, testing and demonstration of emerging technologies.

The NRC will also strengthen Canada's biomanufacturing and life sciences capacity by linking early-stage research with large-scale production through its clinical trial material facility. Through partnerships with universities and clinical networks, researchers will combine lab-on-a-chip technologies, artificial intelligence (AI) and data analytics to accelerate the development of new vaccines, therapies and diagnostic technologies while building the national capability to respond quickly to public health and biodefence challenges and to enhance Canada's health security. The NRC will also apply its life sciences capacity to advance innovative technologies that augment Canada's food productivity and the climate resilience of land and marine-based resources.

Through the NRC Industrial Research Assistance Program (NRC IRAP),, the NRC will continue to help Canadian small and medium-sized enterprises (SMEs) innovate, scale and compete in global markets. The program will maintain its capacity to identify and invest in emerging technologies while providing equitable support across industries and regions. NRC IRAP will deliver the Defence Industry Assist (DIA) initiative, a new program supporting high-potential Canadian SMEs in developing cutting-edge technologies for defence and dual-use applications.

New mission-driven Challenge programs will be launched to accelerate innovation in key growth areas such as zero-emission transportation, secure quantum communications and internetworking, and AI for productivity. By connecting firms with global partners, expertise, and collaborative research and development opportunities, the NRC will continue to strengthen Canada's innovation ecosystem and drive inclusive economic growth.

The NRC will continue to support the acceleration of Canada's housing supply by partnering with industry to co-develop and de-risk technologies, including technologies for prefabricated construction. Also, the NRC will support the development of standards and toolkits to harmonize processes across the construction and prefabrication value-chains.

In 2026 to 2027, the NRC will advance measurement science and create new standards that support Canadian defence priorities and accelerate the safe adoption of emerging technologies. This includes work towards developing standards for quantum sensors, computers and communication systems, a new calibration system for measuring direct-current power in electric-vehicle (EV) charging stations, and Canada's first reference material for detecting and quantifying nanoplastics in water, food and other materials.

The NRC will also sustain operations and upgrades across its national astronomical infrastructure and contribute to global projects that expand Canada's scientific reach while creating opportunities for industrial applications such as through the construction of the 2 largest telescope arrays in the world under the Square Kilometre Array Observatory.

In 2026 to 2027, total planned spending (including internal services) for the NRC is $1,915,140,152 and total planned full-time equivalent staff (including internal services) is 4,395.3.

Summary of planned results

The following provides a summary of the results the department plans to achieve in 2026 to 2027 under its main areas of activity, called "core responsibilities."

For complete information on the NRC's total planned spending and human resources, read the planned spending and human resources section of the full plan.

From the Minister

It is my pleasure to present the 2026 to 2027 Departmental Plan for the National Research Council of Canada (NRC), which outlines the key priorities the NRC is working to advance for the benefit of all Canadians.

Canada is confronting a moment of profound global change. Long-standing assumptions about economic stability, supply chains and geopolitical relationships are being tested, and the links between energy security, economic security and national security have never been clearer. In this environment, Canada must act with purpose and ambition. The NRC will play a vital role by advancing research and innovation that strengthen the country's defence industrial base, reinforce national security and help build a more resilient, self-reliant and competitive economy.

Working closely with partners across the Innovation, Science and Economic Development portfolio, as well as the Department of National Defence and the Canadian Armed Forces, the NRC will contribute its expertise to help advance dual-use technologies supporting both civilian and defence applications. This includes work on artificial intelligence, quantum technologies, advanced materials, cybersecurity, aerospace and maritime innovation. These efforts will reinforce domestic supply chains and support the development and deployment of innovative solutions aligned with Canada's broader defence and security objectives.

The NRC will also help address Canada's housing and infrastructure challenges by applying its expertise in construction research, sustainable materials and digital technologies to support more affordable, climate-resilient and energy-efficient communities. In partnership with industry, Indigenous organizations and all levels of government, the NRC will continue to support research and innovation that benefits every region and reflects the diversity and talent of Canadians.

As Canada undertakes significant investments to strengthen its economy and industrial leadership, the NRC will help translate research, innovation and intellectual property into real benefits for Canadians. This includes expanding support for innovators through programs such as IP Assist and contributing to clean technology demonstration projects that help Canadian companies enter and succeed in global markets.

Through these efforts, the NRC will help protect and create high-quality jobs, attract and retain world-class talent and support Canadian innovations to be developed and produced in Canada. By bringing together government, academia and industry, the NRC will continue to turn research excellence into real-world impact that strengthens Canada's security, sustainability and economic leadership for generations to come.

I invite you to read this report to learn more about how the NRC, along with its partners, is supporting all Canadians to participate in, and benefit from, a competitive and growing economy.

Headshot of Mélanie Joly 

The Honourable Mélanie Joly

Minister of Industry and Minister responsible for Canada Economic Development for Quebec Regions

From the President

For more than a century, the National Research Council of Canada (NRC) has contributed to some of the country's most transformative scientific and technological breakthroughs. From early advances in aerospace and defence to the pacemaker, electric wheelchair and life-saving vaccines, the NRC has consistently helped strengthen the nation's scientific and industrial foundations.

The global landscape is shifting in ways that directly affect Canada's security, economy and long-term prosperity. New geopolitical pressures and rapidly evolving technological challenges are reshaping how countries protect their citizens and secure their supply chains. In this environment, Canada must rely on strong domestic capabilities and trusted scientific expertise. The NRC is mobilizing its people, facilities and research strengths to help build the industrial and technological capacity the country needs, including contributing to the Government of Canada's commitment to meet the North Atlantic Treaty Organization's (NATO) commitment to invest 2% of GDP in defence and supporting a more resilient national defence and security ecosystem.

As part of the Government's proposed Defence Industrial Strategy (DIS), the NRC is building on its long-standing support to the Department of National Defence and the Canadian Armed Forces. It is applying its research and innovation expertise in emerging areas of defence priority, such as aerospace, quantum technologies and AI. Together with its research support to industry, the NRC Industrial Research Assistance Program (NRC IRAP) is supporting companies to grow by supporting dual use and defence applications.

Guided by our 2024 to 2029 strategic plan, the NRC continues to advance research in areas where Canada's needs are greatest. This includes work on critical minerals, battery technologies, next-generation AI, quantum applications, sustainable construction and affordable housing solutions. From secure digital and quantum capabilities to clean propulsion systems and advanced materials that improve operational durability and safety, the NRC is supporting research priorities that advance Canada's economy.

Our work is increasingly structured along value chains to move innovations efficiently from discovery to deployment. By focusing on areas such as batteries, biologics and quantum sensing, the NRC is strengthening domestic supply chains and helping Canadian companies scale technologies that improve readiness, mobility and resilience across the economy and the defence sector.

At the same time, the NRC is becoming more efficient in how we operate. We are reducing operational costs, modernizing internal processes and adopting AI and digital tools that improve productivity and service delivery. These efforts will enable resources to be directed to the highest-impact research areas and partnerships, particularly those that support sustainable long-term development of industrial and defence capabilities in Canada.

As we look ahead, we see great opportunity in this period of global transformation. The NRC serves as a national platform that brings together experts, partnerships, investments and unique facilities to make crucial contributions to advance Canada's priorities. Staying true to our values of integrity, excellence, respect and creativity, we will continue to conduct and support research and innovation that contributes to a more prosperous and more resilient Canada. The NRC is counted on to deliver in this time of challenge and change.

We invite you to learn more about the NRC's priorities and initiatives that will advance important work in the coming year.

Headshot of Mitch Davies

Mitch Davies

NRC President

Plans to deliver on core responsibility and internal services

Core responsibility and internal services

Science and innovation

Description

Grow and enhance the prosperity of Canada through the following activities:

  • 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
  • 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:

  1. Scientific and technological knowledge advances
  2. Innovative businesses grow
  3. Federal priorities are delivered through research and innovation

Quality of life impacts

The NRC is a federal research and innovation organization with a core responsibility of "science and innovation" that supports progress across the Quality of Life framework for Canada. Through its diverse research centres, services and areas of expertise, the NRC contributes to multiple domains within the framework, including "environment," "health" and "society."

Its most direct contribution is to the "prosperity" domain, particularly the indicator on "investment in research and development." As an enabler and collaborator with industry, the NRC also strengthens and grows Canadian firms, contributing over time to broader indicators such as "productivity."

Indicators, results and targets

This section presents details on the department's indicators, the actual results from the 3 most recently reported fiscal years, the targets and target dates for science and innovation. Details are presented by departmental result.

Table 1: Scientific and technological knowledge advances

Table 1 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.

Table 1: Scientific and technological knowledge advances
Departmental result indicatorsActual results2026–27 targetDate to achieve target
Citation score of National Research Council generated publications relative to the world average
  • 2022–23: 1.19
  • 2023–24: 1.28
  • 2024–25: 1.45
1.30March 31, 2027
Number of peer-reviewed publications generated by the NRC
  • 2022–23: 1,222
  • 2023–24: 1,277
  • 2024–25: 1,473
1,100March 31, 2027
Number of first formal patent applications filed per patent family, by the NRC
  • 2022–23: 44
  • 2023–24: 41
  • 2024–25: 37
28March 31, 2027
Percentage of co-publications with external partners
  • 2022–23: 83%
  • 2023–24: 87%
  • 2024–25: 84%
80%March 31, 2027
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Women
  • 2022–23: 1.04
  • 2023–24: 1.07
  • 2024–25: 1.09
1.00March 31, 2027
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Indigenous peoples
  • 2022–23: 0.63
  • 2023–24: 0.74
  • 2024–25: 0.77
0.85March 31, 2027
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Racialized persons
  • 2022–23: 1.00
  • 2023–24: 1.10
  • 2024–25: 1.16
1.00March 31, 2027
Ratio of the NRC's workforce made up of equity deserving groups relative to Canadian average labour market availability – Persons with disabilities
  • 2022–23: 0.57
  • 2023–24: 0.65
  • 2024–25: 0.71
0.80March 31, 2027
Table 2: Innovative businesses grow

Table 2 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.

Table 2: Innovative businesses grow
Departmental result indicatorsActual results2026–27 targetDate to achieve target
Percentage of first formal patent applications filed from co-inventions
  • 2022–23: 29%
  • 2023–24: 35%
  • 2024–25: 36%
32%March 31, 2027
Percentage of active NRC patents that are licensed
  • 2022–23: 31%
  • 2023–24: 29%
  • 2024–25: 29%
26%March 31, 2027
Percentage of industry clients reporting positive impacts as a result of working with the NRC
  • 2022–23: n/a
  • 2023–24: n/a
  • 2024–25: 96%
90%March 31, 2027
Percentage revenue growth of firms engaged with the NRC (NRC Industrial Research Assistance Program-engaged firms)
  • 2022–23: 35%
  • 2023–24: 35%
  • 2024–25: 33%
23%March 31, 2027
Percentage growth in Canada's science and technology related jobs through NRC supported firms (NRC Industrial Research Assistance Program-engaged firms)
  • 2022–23: 21%
  • 2023–24: 21%
  • 2024–25: 13%
8%March 31, 2027
Revenue earned from clients and collaborators (industry revenues)
  • 2022–23: $84.7 million
  • 2023–24: $67.1 million
  • 2024–25: $69.5 million
$74 millionMarch 31, 2027
Table 3: Federal priorities are delivered through research and innovation

Table 3 provides a summary of the target and actual results for each indicator associated with the results under science and innovation.

Table 3: Federal priorities are delivered through research and innovation
Departmental result indicatorsActual results2026–27 targetDate to achieve target
Revenue earned from other federal government departments
  • 2022–23: $80.4 million
  • 2023–24: $93.1 million
  • 2024–25: $103.9 million
$103 millionMarch 31, 2027
Number of NRC peer-reviewed publications with contributions from other federal government departments
  • 2022–23: 148
  • 2023–24: 180
  • 2024–25: 173
150March 31, 2027
Percentage of other federal department clients reporting positive impacts as a result of working with the NRC
  • 2022–23: n/a
  • 2023–24: n/a
  • 2024–25: 91%
90%March 31, 2027
Number of external collaborators working with NRC
  • 2022–23: 116
  • 2023–24: 142
  • 2024–25: 174
75March 31, 2027

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

Plans to achieve results

The following section describes the planned results for science and innovation in 2026 to 2027. Note: The NRC leveraged its internal generative AI tool (AI Zone) to support the development of content within this report; a human has reviewed and validated all AI-generated content.

Gender-based Analysis Plus

In 2026 to 2027, the NRC will continue to strengthen its capacity to measure and demonstrate the impacts of its programs on gender and diversity, in support of the Canadian Gender Budgeting Act. Recognizing that diversity drives innovation, the NRC will advance equity, diversity and inclusion by reinforcing governance, engaging staff and integrating Gender-Based Analysis Plus (GBA Plus) across its programs and operations. Through guidance, tools and engagement opportunities for employees, clients and collaborators, the NRC aims to deliver programs with inclusive outcomes and that benefit all Canadians.

In line with the goals and strategies outlined in the its strategic plan, the NRC will continue implementing measures to integrate GBA Plus into research, program design and delivery. Through the Collaborative, Science, Technology and Innovation Program (CSTIP), the organization will focus on inclusive, accessible and barrier-free program delivery. Program reporting will continue to monitor actions that address systemic barriers and track the application of GBA Plus in research and innovation projects. Lessons learned from recently completed Challenge programs will inform the design of new initiatives and strengthen inclusive practices. NRC IRAP will also continue to identify and address barriers to inclusion throughout the client journey and explore ways to engage Indigenous entrepreneurs in innovation programs.

The NRC will continue embedding equity, diversity and inclusion across its workforce and research collaborations. Efforts will include maintaining the application of GBA Plus in research and program development, integrating Indigenous perspectives and priorities through early and meaningful engagement, and advancing employment equity objectives. The NRC will further promote a culture of learning and collaboration through communities of practice, employee networks and initiatives focused on inclusive innovation. These activities will foster knowledge sharing, help identify and address systemic barriers, and enhance collective understanding of equity and inclusion in research and innovation. Guidance, resources and coordination with federal partners will continue to be provided to enable the consistent, evidence-based application of inclusive practices across all areas of work.

In parallel, the NRC will strengthen its commitments to reconciliation by advancing Indigenous engagement throughout its programs and operations. Building on previous years' progress, the organization will expand participation in Indigenous programming and events. The NRC will also broaden the reach of its Indigenous Engagement Network through sector-specific learning opportunities tailored to business areas such as architecture and construction, and continue to deliver Indigenous engagement workshops to foster cultural understanding and collaboration.

To advance Indigenous-inclusive research, the NRC will launch an Indigenous Scholar in Residence initiative to promote research practices that integrate Indigenous worldviews, knowledge and methodologies. This multi-year project will examine how the organization conducts research and will identify opportunities to embed Indigenous approaches while upholding principles of data sovereignty and ethical engagement. The initiative will culminate in the development of an Indigenous Science Framework, a guide to enable NRC research to be inclusive, respectful and reflective of Indigenous knowledge systems and aligned with the organization's strategic priorities.

Planned resources to achieve results

Table 4: Planned resources to achieve results for science and innovation

Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 4: Planned resources to achieve results for science and innovation
ResourcePlanned
Spending$1,719,651,571
Full-time equivalents3,246.1

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

Program inventory

Science and innovation is supported by the following programs:

  • Aerospace
  • Aquatic and Crop Resource Development
  • Automotive and Surface Transportation
  • Biologics Manufacturing Centre
  • Canadian Photonics Fabrication Centre
  • Collaborative Science, Technology and Innovation Program
  • Construction
  • Design and Fabrication Services (Enabling)
  • Digital Technologies
  • Clean Energy Innovation
  • Genomics Research and Development Initiative shared priority projects
  • Herzberg Astronomy and Astrophysics
  • Human Health Therapeutics
  • Industrial Research Assistance Program
  • International Affiliations
  • Medical Devices
  • Metrology
  • National Science Library
  • Ocean, Coastal and River Engineering
  • Quantum and Nanotechnologies
  • Research Information Technology Platforms (Enabling)
  • 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.

Summary of changes to reporting framework since last year

As part of the 2026 to 2027 Departmental Results Framework (DRF) Amendment process, the NRC has updated elements of its DRF to better reflect the breadth of work and the impacts of collaborations with partners in government, academia and industry. These changes are intended to provide a fuller picture of how the NRC advances research and innovation, supports Canadian businesses and delivers on federal priorities.

The NRC renamed its third departmental result to "Federal priorities are delivered through research and innovation." This updated wording better illustrates intended results on the wide range of activities and impacts under this departmental result, including the NRC's work through Challenge programs and other initiatives that directly support government priorities.

The NRC has also made changes to the department results indicators for its 3 departmental results to provide a wider range of indicators that tell a more balanced story of results, and more comprehensively demonstrate progress toward intended outcomes.

Changes are intended to:

  • Better demonstrate the NRC's contribution to advancing research and innovation
  • Highlight the impacts of the NRC's collaborations with government, academia and industry on advancing scientific and technical knowledge, and commercializing innovations
  • Use new data collection tools to better understand impacts on the NRC's clients from industry, government and academia
  • Demonstrate the success of the NRC's approach to intellectual property stewardship

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:

  • 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

Plans to achieve results

This section presents details the department's plans to achieve results and meet targets for internal services.

In 2026 to 2027, the NRC will continue to modernize the way it operates—digitally, structurally and culturally—to deliver research excellence and organizational resilience that is more effective and focused. Through targeted investments in digital infrastructure, data stewardship, facilities renewal and people-centred initiatives, the NRC will strengthen the foundations that enable world-class science and innovation in support of Canada's priorities.

Aligning structures and resources for operational effectiveness

The NRC will reorganize its operations and research activities to focus on the most relevant and strategic areas. This includes redistributing capabilities to enable more effective service delivery, divesting from lower-priority research areas, and exploring options to attract private capital to specialized facilities, such as the Canadian Photonics Fabrication Centre, to strengthen Canada's photonics ecosystem.

The NRC began rolling out its Comprehensive Expenditure Review measures in 2025 to 2026, which are expected to be completed by the end of the 2026 to 2027 fiscal year. Beyond sustained efforts to achieve expenditure reductions through attrition and other cost savings, the NRC started moving forward with workforce adjustments in order to achieve the required expenditure reduction. The roll-out reflects a considered approach developed by the NRC's senior research and corporate leadership. The NRC is committed to providing support to employees throughout this transition, including clear communications and resources at every step of the process.

To sustain its momentum and deliver greater impact, the NRC will continue aligning its organizational structure and resources around shared priorities. These changes are designed to improve collaboration, reduce duplication, and enhance operational efficiency across the organization while maintaining focus on high-impact research and innovation.

In 2026 to 2027, the NRC will advance the implementation of its new Industry and Innovation Division, bringing together NRC IRAP, business development and international engagement functions to provide seamless support to Canadian innovators. NRC IRAP will also adjust contributions to some program streams while preserving capacity to invest in emerging technologies and maintain equitable support across industries and regions, allowing the program to remain responsive to the pace of industry change.

Across its research and corporate branches, the NRC will deploy new management tools and digital resource-management systems to improve planning, transparency and accountability. This will include the modernization of financial, procurement and project management functions through automation, case management and the responsible adoption of AI-enabled tools, contributing to the government's commitment to a more productive and digitally enabled public service.

Workforce planning and governance adjustments, informed by organizational reviews completed in 2025 to 2026, will support this transition, ensuring each business line remains aligned with NRC and Government of Canada priorities. Security operations will also undergo a strategic transformation, establishing the new Chief Security Officer Branch to reinforce coordination, strengthen risk management and modernize stakeholder engagement, as part of the NRC's evolving approach to enterprise security.

Advancing digital and data modernization

The NRC's digital transformation is reshaping how research is conducted, managed and shared across its national network. In 2026 to 2027, the NRC will advance the next phase of its digital transformation by embedding high-performance computing, automation and data-driven tools across its research network. Through these efforts, the NRC will accelerate discovery, enable responsible and trustworthy artificial intelligence (AI) applications, and strengthen Canada's competitiveness in emerging technology sectors.

In support of the Canadian AI Safety Institute, the NRC will conduct research to enable AI systems to be reliable, privacy-preserving and secure. Planned work includes developing new cryptographic methods, data-provenance and watermarking tools, and privacy-enhancing technologies such as secure multi-party computation and advanced encryption techniques. These capabilities will be applied in health, biometrics, cybersecurity and defence, with Canadian and international partners, to identify specific AI-related risks and develop targeted mitigation strategies.

As part of its broader digitalization strategy, the NRC will integrate cyber-physical systems and data-driven automation into its facilities to enhance manufacturing throughput, predictive modelling and materials innovation. It will also develop digital platforms that connect experimental data with simulation and design tools, improving performance, reducing costs and accelerating technology readiness across multiple industrial sectors. Upgrades to network infrastructure, including high-speed connectivity, enhanced computing capacity and advanced modelling environments, will further support the adoption of digital-first research approaches across the organization.

Through its multi-year facility renewal program, the NRC is creating fully connected research environments that link instrumentation, data systems and modelling platforms. These digitally equipped facilities will support virtual design, simulation and validation, allowing researchers to test innovations safely and efficiently before deployment. New automation and data-driven systems will enhance efficiency, improve traceability and enable real-time process monitoring.

In 2026 to 2027, the NRC will expand its use of advanced digital tools, including AI-enabled materials and process acceleration platforms, and high-performance computing clusters that make research faster and more data-intensive. It will also extend digital-twin technologies from design and testing to process optimization and decision support. Working with partners in academia and industry, the NRC will use these tools to model real-world conditions, predict performance and support safe, evidence-based innovation. For example, to strengthen aircraft digital-twin and virtual-testing capabilities, the NRC will complete commissioning of an advanced digital product lifecycle management system. This unified environment will manage all product-related data, including design files, simulation models and documentation, forming the core digital backbone for aerospace digital-twin research and innovation. This investment will position the NRC to deliver innovative solutions for clients and help digital infrastructure investments to continue driving long-term scientific progress.

Complementing these efforts, the NRC's IT modernization program will upgrade data centres and research networks, expanding computing capacity for advanced data analysis. New enterprise-grade generative-AI tools will streamline operations and service delivery, supported by training and clear guidance to promote responsible and ethical use. The NRC will also strengthen research data management through standardized plans and automated workflows, ensuring high-quality data stewardship across disciplines.

A key milestone in this transformation will be the advancement of the new Transportation Safety and Technology Science Hub at the NRC's Montreal Road campus. Designed as a digitally integrated laboratory for aerospace research, the facility will feature a high-speed network backbone, fibre-optic cabling and dedicated server infrastructure to support virtual testing and digital-twin development. In 2026 to 2027, under the Laboratories Canada strategy, the NRC and the Transportation Safety Board of Canada will finalize detailed design and begin major construction, embedding digital infrastructure from the outset to maximize research potential.

These initiatives will modernize the NRC's research enterprise, expand digital capacity across Canada's innovation ecosystem and support Canadian organizations in applying AI, data analytics and advanced computing to achieve measurable economic, environmental and societal outcomes.

Building a diverse, inclusive and high-performing workforce

The NRC's success depends on the creativity, inclusivity and expertise of its people. In 2026 to 2027, the organization will continue implementing its Equity, Diversity and Inclusion Strategy, focusing on increasing representation among Indigenous Peoples and persons with disabilities, and supporting the advancement of high-potential employees from equity-deserving groups. Leadership development will remain a priority, with expanded programs for science and technology team leads, including a growing community of practice that fosters collaboration and knowledge exchange across the organization. The NRC will also continue to implement action learning circles, which help participants develop problem solving skills while addressing real issues and challenges.

The NRC will also advance its 2026 to 2028 Accessibility Plan, improving access to adaptive technologies, addressing barriers in NRC-owned buildings and embedding accessibility considerations in research and innovation practices. These efforts will be complemented by new awareness initiatives and streamlined accommodation processes that enable all employees to participate fully in the NRC's work.

Health, safety and environmental protection will continue to be foundational commitments. The "Make it Safe!" campaign and related activities will promote proactive reporting, prevention and awareness across NRC sites, while new dashboards and risk-assessment tools will enhance data transparency and accountability. Collaboration with partners in planning and property management will enable health, safety and environmental considerations to be integrated early in all project stages.

Strengthening sustainability and climate resilience

As part of its commitment to sustainable operations, the NRC will continue reducing its environmental footprint and improving climate resilience across its facilities and fleet. By 2027, nearly half of the NRC's light-duty vehicle fleet will be electric, supported by expanded charging infrastructure. The organization remains on track to procure 100% clean electricity by 2030, a key milestone toward achieving a 60% reduction in greenhouse-gas emissions compared to 2005 levels.

The NRC will continue integrating climate risk and resilience into project planning and design, ensuring that all new facilities and major retrofits are built to withstand future environmental conditions. Through collaborative work on codes, standards and design guidance, the organization will also contribute to strengthening Canada's built environment against the impacts of climate change.

Planned resources to achieve results

Table 5: Planned resources to achieve results for internal services this year

Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 5: Planned resources to achieve results for internal services this year.
ResourcePlanned
Spending$195,488,581
Full-time equivalents1,149.2

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

Planning for contracts awarded to Indigenous businesses

While the 5% target represents the minimum requirement, the NRC continues to demonstrate leadership in identifying and pursuing opportunities to increase Indigenous participation in procurement.

The NRC integrates Indigenous procurement considerations as part of its Procurement Management Framework. Procurement officers are expected to assess Indigenous participation opportunities early in the planning process, in collaboration with internal clients. This includes consulting the Indigenous Business Directory and applying the Procurement Strategy for Indigenous Business (PSIB) where feasible. The NRC also works closely with PSPC and Indigenous Services Canada to stay aligned with government-wide priorities and ensure that Indigenous economic participation is systematically considered.

The NRC's Indigenous procurement target percentage is determined based on a review of historical spending data, projected procurement activities and known areas of opportunity for Indigenous suppliers. Planned procurements are analyzed by commodity type to identify where PSIB set-asides or voluntary opportunities may be feasible. Assumptions are based on stable operational demand and supplier availability, with adjustments for one-time scientific or technical procurements where Indigenous capacity may not yet exist.

Exceptions to the 5% target are approved only when a requirement cannot reasonably be fulfilled by an Indigenous business, such as in cases involving highly specialized research equipment or time-sensitive operational needs. Each exception is reviewed through the appropriate governance channels and approved by the deputy head to ensure transparency and alignment with NRC policy.

To strengthen Indigenous economic participation and reduce exceptions, the NRC will:

  • Enhance collaboration between procurement officers, clients and PSIB partners during early planning stages to identify feasible Indigenous opportunities
  • Provide additional guidance and tools to help officers apply PSIB provisions and document Indigenous engagement efforts
  • Conduct internal awareness to increase staff confidence and consistency in applying Indigenous procurement practices
  • Monitor procurement data to identify trends and emerging opportunities for engagement with Indigenous suppliers, particularly in professional services and facilities management
Table 6: Percentage of contracts planned and awarded to Indigenous businesses

Table 6 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

Table 6: Percentage of contracts planned and awarded to Indigenous businesses
5% reporting field2024–25 actual result2025–26 forecasted result2026–27 planned result
Total percentage of contracts with Indigenous businesses5.85%5%5%

Department-wide considerations

Related government priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

The NRC will continue to advance the UN's sustainable development goals identified in the Federal Sustainable Development Strategy through specific actions that address social, environmental and economic priorities to support a prosperous and inclusive Canadian economy. In support of the Healthy and More Sustainable Food System goal, the NRC is supporting Northern-led research initiatives that will develop technologies to improve food security in remote environments. To support the Climate Action and Affordable and Clean Energy goals, the NRC will develop decision-making tools to strengthen infrastructure resilience to extreme weather, continue implementing the Greening Government Strategy to decarbonize its operations and develop energy efficiency and greenhouse gas emission mitigation provisions in the 2025 National Model Codes.

The NRC will also continue research in clean energy production and storage and industrial decarbonization. In support of the Green Infrastructure goal, the NRC will create collaborative research and development platforms that bring together the NRC and industry partners to address challenges in critical minerals value chains. In 2026 to 2027, the NRC will advance the goal on Sustainable Cities and Communities by developing and deploying novel sensors and measurement instruments to enable the mapping and reduction of environmental pollutants.

The NRC will continue to support the Inclusive and Sustainable Growth goal through funding innovative Canadian SMEs, enabling them to develop, grow and bring new technologies to market. The NRC is also committed to advancing reconciliation by building internal resources that strengthen relationships with Indigenous partners and through joint research initiatives, such as the co-development of Indigenous language technologies that support education and community-led language preservation.

Finally, the NRC will continue to support Canada's transition to a low-carbon economy by supporting research in decarbonizing the transportation sector, focusing on electric and connected vehicles, aerodynamics, batteries, hydrogen technologies, electrical machines and fleet energy efficiency. The NRC will also help grow Canada's blue economy by advancing research in coastal resilience, intelligent marine assets, pollution remediation and bio-based resources.

More information on the NRC's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Artificial Intelligence

Artificial intelligence (AI) is redefining the boundaries of scientific discovery and industrial innovation. In 2026 to 2027, the NRC will strengthen Canada's position as a global leader in the responsible development and application of AI, integrating these capabilities across its programs, operations and partnerships.

To strengthen internal capacity, the NRC is deploying enterprise-grade generative AI tools to improve efficiency, innovation and service delivery while protecting sensitive information and organizational expertise. Updated guidance, training and knowledge sharing will promote AI literacy and ethical use across the organization. AI-driven methods are already being applied in analytics, manufacturing design, digital twins and scientific instrumentation, accelerating discovery and enabling practical solutions for partners in government and industry.

The NRC will apply its AI expertise to national priorities such as defence industrialization, digital and quantum technologies, health and biomanufacturing, housing, measurement science and astronomy. AI applications can drive innovation by improving the design of advanced materials, enhancing disease detection and treatment, and supporting sustainable infrastructure. In construction, for example, AI and computer-vision tools through the iVISION platform will improve project efficiency by enabling real-time monitoring that reduces delays, waste and emissions. Investments in high-performance computing, including the new Beatrix 2.0 cluster, will provide secure, affordable capacity for projects ranging from virtual modelling and precision agriculture to astronomical data analysis.

The NRC will also advance research to provide Canadians with access to AI systems that are reliable, private and trustworthy. Work will focus on data provenance, labelling and privacy-enhancing tools while addressing security risks in biometrics, misinformation detection, autonomous systems and defence applications.

The NRC IRAP AI Assist program will continue in 2026 to 2027, including contributions to firms developing and adapting generative AI and deep learning solutions. Following the national call for proposals launched in August 2025, NRC IRAP will work with selected Canadian organizations to provide tailored advisory services that help Canadian SMEs accelerate AI adoption by building, deploying and integrating AI capabilities into their products or services.

By combining foundational AI research with applied innovation, the NRC will help keep Canada's AI capabilities world-class, secure and ethically grounded, while advancing science, strengthening industry and improving the well-being of Canadians.

Key risks

The NRC monitors a number of internal and external risks that could impact its ability to achieve its strategic objectives. Externally, the growing sophistication of cyber-attacks presents an ongoing threat, with the potential to disrupt NRC operations and compromise organizational assets. Also, the rapid development and adoption of artificial intelligence technologies introduce opportunities and emerging risks. If used improperly, these tools could lead to erroneous outcomes and biased decision making. In addition, an increasingly competitive labour market combined with an aging workforce may challenge the NRC's ability to attract and retain the highly skilled talent required to deliver on its mandate.

Internally, the rapid advancement in the digitalization of research requires continuous upgrades to the NRC's core IT infrastructure and capabilities. The key risk is that if the NRC does not keep pace, it could diminish the organization's competitive edge and relevance. Furthermore, the NRC's use of specialized machinery, equipment and materials in its research work requires ongoing vigilance to prevent workplace health and safety incidents.

In 2026 to 2027, the NRC will continue to address these risks through targeted action plans that aim to reduce both their likelihood and impact. To strengthen cyber resilience, the NRC is implementing its Security Strategy, enhancing IT operations capacity and expanding cybersecurity expertise. To enable digital readiness, the organization will develop an integrated IT and Data Strategy and will work to responsibly integrate AI solutions to meet the evolving demands of research and innovation. To remain competitive in talent acquisition, the NRC will continue to implement programs and tactics to attract diverse talent and has updated its hiring policies to increase flexibility in recruiting top talent. Health and safety will remain a top priority through the continued application of the Hazard Prevention Program and the conduct of environmental risk assessments to identify and mitigate hazards.

The NRC is also committed to enhancing its overall risk management approach to remain agile in responding to evolving challenges. This includes regularly analyzing residual risks to confirm the effectiveness of mitigation measures, monitoring key risk indicators to enable proactive responses, and expanding risk management capacity across the organization by sharing best practices. These efforts will help maintain an integrated risk management posture and the NRC's ability to support research and innovation and deliver on its mandate in a rapidly changing environment.

Planned spending and human resources

This section provides an overview of the NRC's planned spending and human resources for the next 3 fiscal years and of planned spending for 2026 to 2027 with actual spending from previous years.

Spending

This section presents an overview of the department's planned expenditures from 2023 to 2024 through 2028 to 2029.

Budgetary performance summary

Table 7: 3-year spending summary for core responsibility and internal services (dollars)

Table 7 presents the NRC's spending over the past 3 years to carry out its core responsibility and for internal services. Amounts for the 2025 to 2026 fiscal year are forecasted based on spending to date.

Table 7: 3-year spending summary for core responsibility and internal services (dollars)
Core responsibilities and internal services2023–2024 actual expenditures ($)2024–25 actual expenditures ($)2025–2026 forecast spending ($)
Science and innovation1,328,737,0181,501,598,1301,754,518,045
Internal services197,243,636206,415,940211,125,973
Total1,525,980,6541,708,014,0701,965,644,018

More financial information from previous years is available on the Finances section of GC Infobase.

Table 8: Planned 3-year spending on core responsibility and internal services (dollars)

Table 8 presents the NRC's planned spending over the next 3 years for core responsibility and internal services.

Table 8: Planned 3-year spending on core responsibility and internal services (dollars)
Core responsibilities and internal services2026–27 planned spending ($)2027–28 planned spending ($)2028–29 planned spending ($)
Science and innovation1,719,651,5711,725,422,7701,329,706,723
Internal services195,488,581192,291,424180,715,993
Total1,915,140,1521,917,714,1941,510,422,716

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities 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 2023 to 2024 through 2028 to 2029.

Graph 1. Text version below

For further information on the NRC's departmental appropriations, consult the 2026 to 2027 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the NRC's operations for 2025 to 2026 through 2026 to 2027.

Table 9: Future-oriented condensed statement of operations for the year ended March 31, 2027 (dollars)

Table 9: summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025 to 2026 and 2026 to 2027. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Table 9: Future-oriented condensed statement of operations for the year ended March 31, 2027 (dollars)
Financial information2025–26 forecast results ($)2026–27 planned results ($)Difference (planned results minus forecasted) ($)
Total expenses1,822,697,0001,694,266,000(128,431,000)
Total revenues249,134,000211,130,000(38,004,000)
Net cost of operations before government funding and transfers1,573,563,0001,483,136,000(90,427,000)

A more detailed Future-Oriented Statement of Operations and associated Notes for 2026-27, including a reconciliation of the net cost of operations with the requested authorities, is available on the NRC's website.

Human resources

This section presents an overview of the department's actual and planned human resources from 2023 to 2024 through 2028 to 2029.

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

Table 10 shows a summary of human resources, in full-time equivalents, for the NRC's core responsibility and for its internal services for the previous 3 fiscal years. Human resources for the 2025 to 2026 fiscal year are forecasted based on year to date.

Table 10: Actual human resources for core responsibility and internal services
Core responsibilities and internal services2023–24 actual full-time equivalents2024–25 actual full-time equivalents2025–26 forecasted full-time equivalents
Science and innovation3,263.33,402.63,374.2
Internal services1,059.91,102.01,136.1
Total4,323.24,504.74,510.3

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

Table 11 shows information on human resources, in full-time equivalents, for each of the NRC's core responsibility and for its internal services planned for the next 3 years.

Table 11: Human resources planning summary for core responsibility and internal services
Core responsibilities and internal services2026–27 planned full-time equivalents2027–28 planned full-time equivalents2028–29 planned full-time equivalents
Science and innovation3,246.13,158.13,058.5
Internal services1,149.21,112.21,027.8
Total4,395.34,270.34,086.3

Supplementary information tables

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

Information on the NRC's departmental sustainable development strategy can be found on the NRC's website in the 2023–2027 Departmental Sustainable Development Strategy.

Federal tax expenditures

The NRC's Departmental Plan does not include information on 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

Definitions