The original version was signed by
The Honourable Harjit S. Sajjan, PC, OMM, MSM, CD, MP
President of the King’s Privy Council for Canada, Minister of Emergency Preparedness, and Minister responsible for the Pacific Economic Development Agency of Canada
The original version was signed by
Yoan Marier
Chair, Transportation Safety Board of Canada
TSB’s 2023–24 Departmental results report: At a glance
A departmental results report provides an account of actual accomplishments against plans, priorities and expected results set out in the associated Departmental Plan.
Key priorities
The Transportation Safety Board of Canada’s (TSB) top priorities for 2023–24 were as follows:
- Conducting independent investigations into selected transportation occurrences to identify the causes and contributing factors and the safety deficiencies evidenced by these occurrences.
- Making recommendations to reduce or eliminate any such safety deficiencies and reporting publicly on its investigations.
- Following up with stakeholders to ensure that safety actions are taken to reduce risks and improve safety.
In Budget 2023, the government committed to reducing spending by $14.1 billion over five years starting in 2023–24, as part of the Government of Canada Refocusing Government Spending initiative. The TSB is contributing to this effort by reducing its planned spending by $3.8 million over five years.
Highlights
In 2023–24, total actual spending (including internal services) for the TSB was $43,528,651 and total full-time equivalent staff (including internal services) was 227. For complete information on the TSB’s total spending and human resources, read the Spending and human resources section of the full report.
The following provides a summary of the department’s achievements in 2023–24 according to its approved Departmental Results Framework. A Departmental Results Framework consists of a department’s core responsibilities, the results it plans to achieve and the performance indicators that measure progress toward these results.
Core responsibility: Independent safety investigations and communication of risks in the transportation system
Actual spending: $31,285,048
Actual human resources: 173
Departmental results achieved
- The total number of accidents reported across all transportation modes in 2023 decreased by 6% compared to 2022 and was 13% below the 10-year average.
- Fatalities in the transportation sector increased by 11% in 2023 when compared to the previous year, 2022. However, there was a 4% decrease when compared to the 10-year average.
- In the fiscal year 2023–24, the TSB initiated 65 new investigations, completed 43 investigations, and had 87 investigations in progress at year-end.
- The Board assessed three responses to outstanding recommendations as Fully Satisfactory and issued eight new recommendations in 2023–24, which resulted in an overall total of 83% of responses to TSB recommendations being categorized as "Fully Satisfactory."
- During the 2023–24 fiscal year, the TSB completed and released the final reports and recommendations for several significant investigations including the following: the 2019 train derailment that occurred in the Canadian National Railway Company Paul M. Tellier Tunnel crossing the Canada–U.S. border; the 2021 fatal sinking of the fishing vessel Tyhawk, near Chéticamp, Nova Scotia; the 2021 fatal helicopter crash on Griffith Island, Nunavut; the 2021 train collision and derailment near Prescott, Ontario; and the 2021 investigation into the death of a crew member who was pulled overboard from the fishing vessel Suvak in Davis Strait, Nunavut. The final reports are available on the TSB website.
- Average completion times increased, both overall and for the various classes of investigations. A significant portion (48%) of the total number of investigations completed during the reporting year were classified as Class 4 investigations (limited-scope investigations for which the TSB gathers facts, conducts limited analysis, and reports on occurrences to raise awareness of possible safety issues).
More information about independent safety investigations and communication of risks in the transportation system can be found in the “Results – what we achieved” section of the full departmental results report.
Transportation Safety Board of Canada’s 2023–24 Departmental results report
On this page:
- From the Chair
- Results – what we achieved
- Spending and human resources
- Corporate information
- Supplementary information tables
- Federal tax expenditures
- Definitions
From the Chair
The closing of the 2023–24 fiscal year provides an opportunity to benchmark our progress towards key priorities at the Transportation Safety Board of Canada (TSB).
Our investigation workload was notable for the number of complex investigations it involved. We released 43 investigation reports in 2023–24, three of which included eight safety recommendations in the air and marine sectors.
In November 2023, we released our report (M21A0065) into the 2021 fatal sinking of the fishing vessel Tyhawk, near Chéticamp, Nova Scotia, which led to three recommendations aimed at enhancing commercial fishing safety in Canada. The first two recommendations (M23-06, M23-07), directed to Transport Canada (TC), spoke to the need for objective criteria, assessment, and record keeping in relation to vessel modifications. The third recommendation (M23-08), directed to Fisheries and Oceans Canada (DFO), addressed the importance of identifying hazards and assessing risks and ensuring the safety of fish harvesters in DFO’s processes and procedures surrounding fishery resource management decisions.
In December 2023, we released our report (M21C0214) into the death of a crew member who was pulled overboard the fishing vessel Suvak in Davis Strait, Nunavut. The investigation identified a gap in the oversight of occupational health and safety on fishing vessels registered in Canada’s North. In response, the Board recommended that TC, in collaboration with Employment and Social Development Canada and territorial governments, review the occupational health and safety oversight of fishing vessels registered in the territories to ensure effective workplace safety oversight (M23-09).
In February 2024, we released our investigation report (A21C0038) into the fatal crash of an Airbus AS350 helicopter on Griffith Island, Nunavut. The investigation prompted four recommendations to TC aimed at reducing the risks that persist in commercial helicopter operations. They all address the need to better prepare helicopter pilots for inadvertent flight into instrument meteorological conditions through training (A24-01); technology (A24-02); standard operating procedures (A24-03); and enhancement of requirements for helicopter operators that conduct reduced-visibility operations in uncontrolled airspace (A24-04).
Over the course of the fiscal year, the TSB took part in 40 media interviews, posted 47 investigation webpages, and attended 69 industry outreach events. These interactions give the TSB the opportunity to strengthen the impact of its investigations while communicating with industry leaders, transportation personnel, and the public.
Since 1990, the Board has made 634 recommendations in all four sectors of transport. As of the end of 2023–24, the responses to 83% of these had been assessed as Fully Satisfactory. This is excellent progress, but more remains to be done to addressing outstanding safety issues.
The Board has also undergone several changes. We welcomed former TSB executive Dr. Leo Donati as a new part-time Board Member in December. We are also pleased to share that Board Members Paul Dittmann and Kenneth Potter have been reappointed, who both have been on the Board since 2017 and 2019, respectively.
We should also note Kathleen Fox’s retirement, on August 20, 2024, after serving on the Board for 17 years, including 10 years as the Chair. Throughout her tenure, the TSB consistently responded to the needs of Canadians by investigating, reporting, and advocating for a safer transportation system. Following her departure, I am honoured to have the opportunity to be at the helm of a world-class safety investigation agency and to continue to contribute to the advancement of transportation safety in the role of Chair.
It is with significant pride that we look back on the work performed by the TSB this past year. It is evident in surveying this body of work that everyone who works at the TSB is committed to improving safety in the transportation sector, both in Canada and abroad.
Yoan Marier
TSB Chair
Results: what we achieved
Core responsibilities and internal services
- Core responsibility: Independent safety investigations and communication of risks in the transportation system
- Internal services
Core responsibility: Independent safety investigations and communication of risks in the transportation system
In this section
- Description
- Progress on results
- Key risks
- Resources required to achieve results
- Related government-wide priorities
- Program inventory
Description
The TSB’s sole objective is to advance air, marine, pipeline, and rail transportation safety. This mandate is fulfilled by conducting independent investigations into selected transportation occurrences to identify the causes and contributing factors, and the safety deficiencies evidenced by these occurrences. The TSB makes recommendations to reduce or eliminate any such safety deficiencies and reports publicly on its investigations. The TSB then follows up with stakeholders to ensure that safety actions are taken to reduce risks and improve safety.
Progress on results
This section presents details on how the department performed to achieve results and meet targets for independent safety investigations and communication of risks in the transportation system. Details are presented by departmental result.
The TSB amended its Departmental Results Framework (DRF) at the Departmental Results Indicator (DRI) level effective 2022–23 in order to provide more valuable and concise information to the public and its stakeholders. As a result, 2021–22 comparative data is not available in the tables below; however, all previous years’ data remains fully accessible through the TSB website as well as GC InfoBase.
Table 1: Targets and results for independent safety investigations and communication of risks in the transportation system
Table 1 provides a summary of the target and actual results for each indicator associated with the results under independent safety investigations and communication of risks in the transportation system.
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Number of accidents over 10-year period | Reduction in number of accidents | March 31, 2024 | 2021–22: N/A 2022–23: Met, 1402 compared to 1555 2023–24: Met, 1331 compared to 1535 |
Table 2: Targets and results for independent safety investigations and communication of risks in the transportation system
Table 2 provides a summary of the target and actual results for each indicator associated with the results under independent safety investigations and communication of risks in the transportation system.
Regulators and the transportation industry respond to identified safety deficiencies
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Average time recommendations have been outstanding (active recommendations) | 8 years | March 31, 2024 | 2021–22: N/A 2022–23: Not Met, 10.8 years 2023–24: Not Met, 8.1 years |
| Percentage of responses to recommendations assessed as Fully Satisfactory (since TSB’s creation) | 1.5% increase from previous fiscal year result | March 31, 2024 | 2021–22: N/A 2022–23: Not Met, 1% decrease 2023–24: Not Met, 0.5% decrease |
| Percentage of safety advisories on which safety actions have been taken | 60% | March 31, 2024 | 2021–22: N/A 2022–23: Not Met, 46% 2023–24: Met. 86% |
Table 3: Targets and results for independent safety investigations and communication of risks in the transportation system
Table 3 provides a summary of the target and actual results for each indicator associated with the results under independent safety investigations and communication of risks in the transportation system.
Occurrence investigations are efficient
| Departmental Result Indicators | Target | Date to achieve target | Actual Results |
|---|---|---|---|
| Average time to complete a class 1 safety issue investigation | 730 days | March 31, 2024 | 2021–22: N/A 2022–23: N/A 2023–24: N/A |
| Average time to complete a class 2 complex investigation | 600 days | March 31, 2024 | 2021–22: N/A 2022–23: 1143 days 2023–24: 1208 days |
| Average time to complete a class 3 detailed investigation | 450 days | March 31, 2024 | 2021–22: N/A 2022–23: 611 days 2023–24: 796 days |
| Average time to complete a class 4 limited-scope investigation | 220 days | March 31, 2024 | 2021–22: N/A 2022–23: 235 days 2023–24: 258 days |
| Average time to complete a class 5 data-gathering investigation | 60 days | March 31, 2024 | 2021–22: N/A 2022–23: 56 days 2023–24: 53 days |
| Percentage of class 1-4 investigations that were completed within the target time | 60% | March 31, 2024 | 2021–22: N/A 2022–23: 32% 2023–24: 28% |
Additional information on the detailed results and performance information for the TSB’s program inventory is available on GC InfoBase.
Details on results
The following section describes the results for independent safety investigations and communication of risks in the transportation system in 2023–24 compared with the planned results set out in the TSB’s departmental plan for the year.
The transportation system is safer
This departmental result is measured by calculating the number of accidents for all modes of transportation over a 10-year period and determining whether there was a reduction in the number of accidents. This indicator aims to report upon the overall safety of the transportation system; however, many variables influence transportation safety. Further, many organizations play a role in this ultimate outcome, and there is no way to directly attribute overall safety improvements to any specific organization. In recent years, accident and fatality rate indicators have generally reflected positive advancements in transportation safety.
Results achieved
- Number of accidents over 10-year period:
- Actual result: 1331
- Target: reduction in number of accidents (lower than 1535)
- Outcome: Met
Regulators and the transportation industry respond to identified safety deficiencies
This departmental result is measured by three indicators: Average time recommendations have been outstanding (active recommendations), Percentage of responses to recommendations assessed as Fully Satisfactory (since TSB’s creation) and Percentage of safety advisories on which safety actions have been taken. The TSB must present compelling, and data driven facts through safety communications that convince “agents of change” to take actions in response to identified safety deficiencies. The responses received, the actions taken, and their timeliness are good indicators of the TSB's impact on transportation safety. The TSB actively engages with stakeholders in all federally regulated transportation sectors. It should be noted that established performance targets and results vary by sector to reflect the different baselines and the differing challenges from one sector to another. These indicators are then consolidated to reflect overall departmental targets and results across all sectors of transportation within the TSB’s jurisdiction.
Results achieved
- Average time recommendations have been outstanding (active recommendations):
- Actual result: 8.1 years
- Target: 8 years or less
- Outcome: Not met
- Percentage of responses to recommendations assessed as Fully Satisfactory (since TSB’s creation)
- Actual result: 83%
- Target: 1.5% increase from previous fiscal year result of 83.5% (equal or greater than 85%)
- Outcome: Not met
- Percentage of safety advisories on which safety actions have been taken
- Actual result: 86%
- Target: At least 60%
- Outcome: Met
Occurrence investigations are efficient
The TSB measures this departmental result by the timeliness of its investigation reports. The average time to complete a report based on its classification as per the TSB’s Policy on Occurrence Classification is used as an efficiency indicator. Currently, the greatest challenges are with the timeliness of TSB investigation reports.
Results achieved
- Average time to complete a class 1 safety issue investigation
- Actual result: Not applicable: No class 1 reports were completed this fiscal year
- Target: Equal to or under 730 days
- Outcome: Not applicable
- Average time to complete a class 2 complex investigation
- Actual result: 1,208 days
- Target: Equal to or under 600 days
- Outcome: Not met
- Average time to complete a class 3 detailed investigation
- Actual result: 796 days
- Target: Equal to or under 450 days
- Outcome: Not met
- Average time to complete a class 4 limited-scope investigation
- Actual result: 258 days
- Target: Equal to or under 220 days
- Outcome: Not met
- Average time to complete a class 5 data-gathering investigation
- Actual result: 53 days
- Target: Equal to or under 60 days
- Outcome: Met
- Percentage of class 1-4 investigations that were completed within the target time
- Actual result: 28%
- Target: At least 60%
- Outcome: Not met
Key risks
The TSB recognizes the need for agency-wide integrated risk management practices to effectively manage operations, deliver on its mandate and strategic outcome, and meet central agency expectations. A key element of the department’s risk management activities is the annual update of its Corporate Risk Profile (CRP).
Six key strategic risks were identified as representing an important threat (or opportunity) to the department in fiscal year 2023–24 which included a new risk: Lack of Resources. All of these risks warrant particular vigilance from all levels of the organization.
Keeping up with technological advances/changes in the industry
The TSB’s credibility and operational effectiveness could be impacted if it fails to keep pace with the technological advances/changes in the transportation industry and if it does not adapt to ensure new data sources are properly exploited, optimally managed, and fully analyzed.
New advances in engineering, designs, and operational systems occur at times faster than the organization can adapt. Some examples of technological change that could pose challenges to the TSB’s work are increased automation in some transportation sectors and remotely piloted vehicles being integrated into existing transportation systems, increased use of composite materials for which we have limited expertise, as well as the electrification of vehicles and equipment, and the proliferation of specialized software used by industry to manage and support vehicle operations.
To be able to properly access public and private data for investigations, additional efforts will be required for TSB employees to maintain or acquire the requisite expertise and have access to the equipment and training necessary to conduct transportation occurrence investigations in the future.
This year, the TSB invested over $700,000 towards upgrading and enhancing existing lab capability, which included software and laboratory equipment, continued efforts towards the design of a future laboratory, fostered partnerships with other government departments (OGDs) in order to leverage knowledge and expertise within the federal government, and participated in a number of industry events.
Keeping up with workplace technology
There is a risk that TSB employees do not have access to current workplace technology tools, systems, and applications to ensure they can deliver their work in an efficient and effective manner. As a world-class investigative organization, it is important that employees are equipped with, and leverage, the latest technology tools/software/hardware to be able to interact efficiently with OGDs, stakeholders, other investigation organizations and industry. Budget 2023 provided the TSB with additional funding to maintain and update critical applications. The TSB was able to progress with its migrations to the cloud as well as further improve network access.
Employee safety and wellbeing
There is a need to be vigilant with respect to managing employee physical and mental wellbeing and maintaining a work environment that is supportive, respectful, inclusive, diverse and free of harassment. Due to the nature of the work performed by the TSB, there is a risk that employees may be exposed to a number of physical and psychological hazards. To address this, TSB continued to expand support tools and services included in its Critical Incident Stress Management (CISM) Program. The Committee on Mental Health in the Workplace monitored the implementation of the Mental Health Strategy and the Psychological Hazards Action Plan. Amongst other things, job safety analyses were updated, and learning activities were reviewed to incorporate mental health elements and risk mitigation strategies.
Operational responsiveness
There is a risk that the TSB may not be able to deploy in a timely manner, and to sustain operations, in certain remote regions due to the limited availability of transportation services and support infrastructure. There is also a risk that investigation deployment contingency plans will not be robust enough and sufficiently practised to ensure a proper state of readiness. In 2023–24, as a follow-on to the multi-departmental major marine accident exercise that the TSB attended in March 2023, the TSB developed the Multimodal Major Deployment Checklist (MMDC) which will be tested during the full scale ‘’Safe Return 2024’’ exercise led by the Canadian Coast Guard, scheduled for October 2024.
Legal challenges
Organizations and individuals are more frequently challenging TSB business processes, as well as the application of the Canadian Transportation Accident Investigation and Safety Board Act (CTAISB Act). This puts the TSB at risk that some court rulings could negatively impact the way the TSB conducts its business. In 2023–24, the General Counsel for the TSB continued to uphold the TSB’s legal position pursuant to the CTAISB Act in court proceedings throughout the year to preserve the TSB’s investigative integrity.
Lack of resources
The TSB’s investigative capacity and support functions have been increasingly challenged in meeting investigation report publication targets in a way that meets industry and public expectations. In 2023–24, the TSB received new funding from Budget 2023 to assist with improving backup capacity and resilience. The main portion of this funding was dedicated to the hiring of 22 new full-time equivalents (FTEs), most notably, investigators. The TSB anticipates completing its hiring in the new fiscal year and will continue to assess this risk as these new employees are hired and trained in the coming year. It should be noted that this risk is also affected by the Government of Canada’s Budget 2023 Refocusing Government Spending initiative, which called upon departments to find savings in certain areas of spending. The impact of this initiative will continue to be considered as part of this risk’s assessment.
Resources required to achieve results
Table 4: Snapshot of resources required for independent safety investigations and communication of risks in the transportation system.
Table 4 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending | $28,306,923 | $31,285,048 |
| Full-time equivalents | 176 | 173 |
Complete financial and human resources information for the TSB’s program inventory is available on GC InfoBase.
Related government-wide priorities
Information on the TSB’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.
Program inventory
Independent safety investigations and communication of risks in the transportation system is supported by the following programs:
- Aviation occurrence investigations
- Marine occurrence investigations
- Pipeline occurrence investigations
- Rail occurrence investigations
Additional information related to the program inventory for independent safety investigations and communication of risks in the transportation system is available on the Results page on GC InfoBase.
Internal services
In this section
- Description
- Progress on results
- Resources required to achieve results
- Contracts awarded to Indigenous businesses
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 services
- information technology 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.
The Internal Services program continued to make full and effective use of available tools and systems to support working in a digital-first hybrid environment.
This year, the TSB progressed with its migrations to the cloud, which most notably include its migration of our server-based SharePoint platform to SharePoint Online. It successfully launched the Intranet component in January 2024 and intends to complete and launch the remaining components next fiscal year. The cloud modernization project, which began in August 2023 and will be completed next fiscal year, is also key part of the TSB’s cloud strategy. Its goal is to migrate all on-premise applications to the cloud, which will enhance flexibility, scalability, and security across all TSB IT operations. The TSB is ensuring that its IT plans regarding the cloud are aligned with the latest Government of Canada cloud strategy.
The TSB has realigned its plans as a result of the Government of Canada’s Budget 2023 Refocusing Government Spending initiative. The Internal Services group is managing this adjustment and is working closely with program managers to mitigate impacts to the TSB’s operations. Budget reductions have been dispersed across all programs and Internal Services, to mitigate any major impacts to a single program. Budget reductions are cumulative, meaning they will increase gradually until 2026–27, and the TSB will be monitoring closely to follow the effects of these reductions on TSB operations.
The department continued to work in partnership with the Laboratories Canada Program, Public Services and Procurement Canada and the National Research Council (NRC) to provide our employees with a renewed and highly functional work environment that promotes efficiency, scientific collaboration, and innovation. It is anticipated that a funding announcement regarding the construction of a joint TSB-NRC laboratory facility and TSB Head Office will take place early in the new fiscal year.
This year, the TSB’s ongoing implementation of the forward direction of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service included the launch of continuous anticipatory staffing inventories aimed at increasing representation from designated groups for the TSB’s technical positions. Furthermore, the TSB fully implemented the 2023 update to the Public Service Employment Act (PSEA) relating to the identification and mitigation of biases and barriers in staffing processes.
The TSB supported employee well-being by continuing to develop support tools related to its Critical Incident Stress Management (CISM) Program. TSB’s Committee on Mental Health in the Workplace has continued to implement and monitor the TSB’s Mental Health Strategy. To reduce stigma and increase resiliency, the TSB has provided information to employees regularly about mental health research studies, tools, resources and services available. An integrated approach to employee wellbeing has been taken to add information on strategies to protect against psychological hazards in mandatory learning activities.
Resources required to achieve results
Table 5: Resources required to achieve results for internal services this year.
Table 5 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.
| Resource | Planned | Actual |
|---|---|---|
| Spending | $7,076,731 | $12,243,603 |
| Full-time equivalents | 51 | 54 |
The complete financial and human resources information for the TSB’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.
TSB’s result for 2023–24:
Table 6: Total value of contracts awarded to Indigenous businesses¹
As shown in the Table 6, the TSB awarded 5.43% of the total value of all contracts to Indigenous businesses for the fiscal year.
| Contracting performance indicators | 2023–24 results |
|---|---|
| Total value of contracts awarded to Indigenous businesses² (A) | $237,721 |
| Total value of contracts awarded to Indigenous and non‑Indigenous businesses³ (B) | $4,380,680 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C) × 100] | 5.43% |
|
|
The internal awareness campaign to promote purchasing from Indigenous businesses continued in 2023–24.
Considerations regarding Indigenous businesses and a direct link to the Indigenous Business Directory continue to be highlighted in the request form that guides clients through the contract planning process. All employees in the procurement group successfully completed two essential courses offered by the Canada School of Public Service.
- Indigenous Considerations in Procurement (COR409)
- Procurement in the Nunavut Settlement Area (COR410)
In its 2024–25 Departmental Plan, the department forecasted that by the end of 2023–24, it would award 12% of the total value of its contracts to Indigenous businesses. However, the award of one significant contract whose value represented almost half of the acquisition plan was delayed (expected to be early April 2024) and as a result, the actual result fell significantly short of this target.
Spending and human resources
In this section
Spending
This section presents an overview of the department's actual and planned expenditures from 2021–22 to 2026–27.
Budgetary performance summary
Table 7: Actual three-year spending on the core responsibility and internal services (dollars)
Table 7 presents how much the TSB spent over the past three years to carry out its core responsibility and for internal services.
| Core responsibilities and internal services | 2023–24 Main Estimates | 2023–24 total authorities available for use | Actual spending over three years (authorities used) |
|---|---|---|---|
| Independent safety investigations and communication of risks in the transportation system | 28,306,923 | 31,690,687 |
|
| Internal services | 7,076,731 | 12,402,352 |
|
| Total | 35,383,654 | 44,093,039 |
|
Analysis of the past three years of spending
Explanation of Table 7: The expenditures for 2021–22 and 2022–23 reflect actual results, as published in the Public Accounts of Canada. The rise in spending during 2023–24 was primarily due to higher salary costs resulting from collective agreements covering retroactive periods and the current fiscal year. In addition, the TSB made strategic investments in upgrading or replacing critical laboratory equipment, and there was an increase in travel expenses as operations fully resumed post-pandemic. The migration of applications to a cloud environment also contributed to higher costs across several expense categories.
The significant $8.7 million increase between the 2023–24 Main Estimates and total authorities available for use is attributed to additional funding received throughout the fiscal year, including:
- $4.4 million increase for critical operating requirements (Budget 2023),
- $3.1 million increase for compensation adjustments,
- $1.5 million increase from the operating budget carry-forward from 2022–23, and
- $0.3 million reduction under the Government of Canada’s Refocusing Government Spending initiative.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 8: Planned three-year spending on core responsibilities and internal services (dollars)
Table 8 presents how much money the TSB plans to spend over the next three years to carry out its core responsibilities and for internal services.
| Core responsibilities and internal services | 2024–25 planned spending | 2025–26 planned spending | 2026–27 planned spending |
|---|---|---|---|
| Independent safety investigations and communication of risks in the transportation system | 32,495,478 | 32,187,188 | 32,203,175 |
| Internal services | 8,123,869 | 8,046,797 | 8,050,794 |
| Total | 40,619,347 | 40,233,985 | 40,253,969 |
Analysis of the next three years of spending
In line with the definition of planned spending, the projected amounts for 2024–25 and subsequent fiscal years are based solely on Main Estimates and the Annual Reference Level Update. These figures remain consistent across the planning horizon, reflecting the best available information at the time of preparation. The slight reduction in available authorities for future years is directly tied to the Government of Canada’s Refocusing Government Spending initiative. While future spending may be affected by government-mandated decisions, the extent of this impact is not yet known.
More detailed financial information from previous years is available on the Finances section of GC Infobase.
Funding
This section provides an overview of the department's statutory and voted 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 six-year period
Graph 1 summarizes the department's approved voted and statutory funding from 2021–22 to 2026–27 (thousands of dollars).
Text version of graph 1
| Year | 2021-2022 | 2022-2023 | 2023-2024 | 2024-2025 | 2025-2026 | 2026-2027 |
|---|---|---|---|---|---|---|
| Statutory | $3,780 | $3,985 | $4,522 | $4,169 | $4,122 | $4,125 |
| Voted | $32,157 | $32,829 | $39,553 | $36,450 | $36,112 | $36,129 |
| Total | $35,937 | $36,814 | $44,075 | $40,619 | $40,234 | $40,254 |
Analysis of statutory and voted funding over a six-year period
The departmental spending trend graph shows actual spending (2021–22 to 2023–24) and planned spending (2024–25 to 2026–27). The variation in statutory amounts over the years is directly attributable to Employee Benefit Plan allocations associated to employee salaries. The significant increase in voted authorities between fiscal years 2022–23 and 2023–24 is a result of additional funding for retroactive and current year salary increases as well as additional funding received through Budget 2023 for critical operating requirements. Planned amounts for 2025–26 and onward include only amounts in the Main Estimates and the Annual Reference Level Update.
For further information on the TSB’s departmental voted and statutory expenditures, consult the Public Accounts of Canada.
Financial statement highlights
The TSB’s complete financial statements (unaudited) for the year ended March 31, 2024, are available online.
Table 9: Condensed Statement of Operations (unaudited) for the year ended March 31, 2024 (thousands of dollars)
Table 9 summarizes the expenses and revenues for 2023–24 which net to the cost of operations before government funding and transfers.
| Financial information | 2023–24 actual results | 2023–24 planned results | Difference (actual results minus planned) |
|---|---|---|---|
| Total expenses | 43,896 | 40,218 | 3,678 |
| Total revenues | 8 | 11 | -3 |
| Net cost of operations before government funding and transfers | 43,888 | 40,207 | 3,681 |
The 2023–24 planned results information is provided in the TSB’s Future-Oriented Statement of Operations and Notes 2023–24.
Table 10: Condensed Statement of Operations (unaudited) for the year ended March 31, 2024 (thousands of dollars)
Table 10 summarizes actual expenses and revenues which net to the cost of operations before government funding and transfers.
| Financial information | 2023–24 actual results |
2022–23 actual results |
Difference (2023–24 minus 2022–23) |
|---|---|---|---|
| Total expenses | 43,896 | 41,866 | 2,030 |
| Total revenues | 8 | 112 | -104 |
| Net cost of operations before government funding and transfers | 43,888 | 41,754 | 2,134 |
Table 11: Condensed Statement of Financial Position (unaudited) as of March 31, 2024 (thousands of dollars)
Table 11 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.
| Financial information | Actual fiscal year (2023–24) | Previous fiscal year (2022–23) | Difference (2023–24 minus 2022–23) |
|---|---|---|---|
| Total net liabilities | 9,046 | 7,255 | 1,791 |
| Total net financial assets | 5,847 | 2,391 | 3,456 |
| Departmental net debt | 3,199 | 4,864 | -1,665 |
| Total non-financial assets | 9,475 | 6,570 | 2,905 |
| Departmental net financial position | 6,276 | 1,706 | 4,570 |
Human resources
This section presents an overview of the department’s actual and planned human resources from 2021–22 to 2026–27.
Table 12: Actual human resources for core responsibilities and internal services
Table 12 shows a summary of human resources, in full-time equivalents (FTEs), for the TSB’s core responsibility and for its internal services for the previous three fiscal years.
| Core responsibilities and internal services | 2021–22 actual FTEs | 2022–23 actual FTEs | 2023–24 actual FTEs |
|---|---|---|---|
| Independent safety investigations and communication of risks in the transportation system | 179 | 176 | 173 |
| Internal services | 47 | 51 | 54 |
| Total | 226 | 227 | 227 |
Analysis of human resources over the last three years
The actual full-time equivalents (FTEs) were 226 for 2021–22 and 227 for both 2022–23 and 2023–24, closely aligning with the planned target of 227 FTEs. For the 2023–24 fiscal year, the TSB anticipated an increase in FTEs following the approval of new funding under Budget 2023. However, delays in establishing new positions and completing staffing processes prevented the TSB from reaching full staffing capacity by the end of the fiscal year. The TSB anticipates completing the staffing of these new positions in 2024–25.
Table 13: Human resources planning summary for core responsibilities and internal services
Table 13 shows information on human resources, in full-time equivalents (FTEs), for each of the TSB’s core responsibility and for its internal services planned for the next three years. Human resources for the current fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | 2024–25 planned FTEs | 2025–26 planned FTEs | 2026–27 planned FTEs |
|---|---|---|---|
| Independent safety investigations and communication of risks in the transportation system | 197 | 193 | 193 |
| Internal services | 52 | 52 | 52 |
| Total | 249 | 245 | 245 |
Analysis of human resources for the next three years
In line with the new funding received in Budget 2023, the TSB’s planned FTEs for the 2024–25 fiscal year increased to 249 FTEs, which mainly includes hiring of new investigators. Starting in 2025–26 and onward, a slight reduction of 4 FTEs is planned as part of the TSB’s commitment to the Budget 2023 Government of Canada’s Refocusing Government Spending initiative.
Corporate information
Departmental profile
Appropriate minister(s): The Honourable Harjit S. Sajjan, PC, OMM, MSM, CD, MP
Institutional head: Yoan Marier
Ministerial portfolio: Privy Council
Enabling instrument(s): Canadian Transportation Accident Investigation and Safety Board Act, S.C. 1989, c. 3
Year of incorporation / commencement: 1990
Departmental contact information
Mailing address:
Transportation Safety Board of Canada
Place du Centre, 4th floor
200 Promenade du Portage
Gatineau, Quebec K1A 1K8
Telephone: 1-800-387-3557
Email: communications@tsb-bst.gc.ca
Website(s): www.tsb.gc.ca
Supplementary information tables
The following supplementary information tables are available on the TSB’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
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
departmental priority (priorité ministérielle)
A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.
departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
Full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to assess support the development of responsive and inclusive how different groups of women, men and gender-diverse people experience policies, programs and policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2022–23 Departmental Results Report, government-wide priorities are the high-level themes outlining the government’s agenda in the November 23, 2021, Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fight harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation; and fighting for a secure, just and equitable world.
horizontal initiative (initiative horizontale)
An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (entreprise autochtone)
For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
non‑budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.
plan (plan)
The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat)
A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.