2024–25 Departmental Results Report – Vision, Mission, Raison d’être and Operating Context

Our Vision

The Canada Energy Regulator (CER) is a recognized leader in the regulation of energy infrastructure. We enable safe, reliable, competitive and environmentally sustainable energy transmission. We have the confidence of Canadians and we uphold the inherent and constitutionally protected rights of First Nations, Inuit and Métis. Our commitment to regulatory excellence enhances Canada’s global competitiveness.

Our Mission

We regulate energy infrastructure in a way that prevents harm and ensures the safe, reliable, competitive and environmentally sustainable delivery of energy to Canada and the world. We recognize and respect the inherent and constitutionally protected rights of First Nations, Inuit and Métis. We provide energy information and analysis that informs and supports Canada’s transition towards a net zero future.

The CER’s mandate and role are detailed at Governance of the Canada Energy Regulator – Mandate, Roles and Responsibilities on the CER website.

Raison d’être^Footnote 1 : The CER regulates interprovincial and international pipelines and powerlines, offshore renewable energy projects, oil and natural gas operations in frontier areas, and energy trade.

Operating Context

The CER has an Enterprise Risk Management (ERM) Framework for managing risks. ERM is a holistic approach to identifying, assessing, preparing for, and managing organization-wide strategic risks. By providing a framework to identify enterprise-level risk events, ERM enables management to consider risks that might stand in the way of organizational success and identify mitigations to these risks.

In 2024-25, the CER mitigated risks related to:

Industry safety

The CER works for Canadians to keep energy moving safely and efficiently through our country’s pipelines and power lines. The organization carries out this function by setting and enforcing regulatory expectations for companies over the full lifecycle – construction, operation, and abandonment – of energy-related activities.

There is risk of an incident that results in significant harm to people, property, and/or the environment. To mitigate this risk, the CER:

• Completed Compliance Verification Activities (CVA) that are risk-informed and data-driven.
• Completed Management System Audits to improve safety outcomes.
• Completed Financial Compliance Audits and related activities.
• Continually monitored and improved the quality of data that informs risk and CVAs.
• Promoted Safety Culture, including improved understanding of Human and Organizational Factors.
• Maintained technical expertise through professional accreditation and training.
• Maintained a strong role in setting technical standards (Canadian Standards Association).
• Maintained emergency response processes and skills.
• Worked in partnership with the Indigenous Advisory and Monitoring Committees on major project oversight and developing improvements to our regulatory processes and practices.
• Assessed company applications to ensure adequacy of system design and/or fitness for service.

Indigenous Rights/Crown Consultation

The CER remains committed to Reconciliation with Indigenous Peoples. The tools embedded in the CER Act and a focus on the CER’s relationships with Indigenous Peoples support organizational efforts in advancing Reconciliation – based on the recognition of rights, respect, cooperation, and partnership.

Crown consultation is just one part of the CER’s relationship with Indigenous Peoples. Where the CER has Crown consultation responsibilities, consultation occurs with Indigenous Peoples early and throughout the review process. The CER tailors the scope and nature of Crown consultation activities to the proposed project's complexity, potential effects, and the needs of affected Indigenous Peoples.

There is a risk that the CER does not adequately respect and respond to First Nations, Métis and Inuit rights or meaningfully carry out Crown consultation or meet its commitments to implement the UN Declaration on the Rights of Indigenous Peoples. This may lead to inadequately addressing, avoiding, or minimizing adverse impacts on Indigenous Peoples’ rights, and/or a loss of confidence and/or trust in the CER’s commitment to Reconciliation.

To mitigate this risk, CER:

• Conducted structured review and learn opportunities to enable improvements and adjustments promptly.
• Developed clear communication products and messaging for Indigenous Peoples, proponents, stakeholders, and the Commission.
• Continued to set clear expectations with other federal departments to support the CER in the Crown Consultation role and in meeting our commitments in the UN Declaration Act Action Plan, as well as for the CER to inform federal policy/program initiatives, learn, and apply best practices.
• Maintained partnerships and cooperation between CER and other federal authorities to ensure the CER was aware of new and evolving policy contexts and could incorporate these into its work.
• Incorporated strategic input from the CER’s Indigenous Advisory Committee (IAC) and collaborated internally amongst the programs responsible for and involved in Crown consultation, Reconciliation, and relationships, monitoring and oversight, and engagement with Indigenous peoples to leverage organizational initiatives and address issues or concerns.
• Worked in partnership with Indigenous communities through mechanisms such as the Indigenous Advisory Monitoring Committees and the Aboriginal Liaison Program in British Columbia to develop meaningful relationships and identify ways to address issues related to Indigenous Peoples’ rights and interests.
• Continued to review, revise, and implement the Reconciliation Strategic Priority based on feedback.

Workforce

Achieving the CER’s planned results is only possible with a team of dedicated professionals who are committed to serving the public.

There is a risk that the CER is unable to adequately attract, retain, and develop a diverse, inclusive, and modernized workforce. This could lead to skills and knowledge gaps; inability to adapt to change; decreased productivity and morale; and/or a workforce that does not represent the population we serve.

To mitigate this risk, CER:

• Maintained top employer status, including competitive pay and benefits.
• Sustained efforts to remove biases and barriers in recruitment processes and assessment tools.
• Compiled and analyzed employee survey results and comprehensive workforce datasets to monitor progress and identify emerging trends.
• Continued progress on legislated and policy initiatives: Employment Equity, Diversity and Inclusion Plan, Official Languages Action Plan, Pay Equity Plan, Work Plan Harassment and Violence Prevention Regulations, and the Mental Health Strategy.
• Applied a management system approach to manage Human Resources program and policies, integrating lessons learned and Gender-Based Analysis Plus.
• Sustained a resource commitment to learning and development in all areas, including technical skills, leadership, and culture competency, including through mandatory training.
• Provided continuous support to organizational citizenship and communities of practice to leadership at all levels.
• Maintained robust internal communications and engagement strategies.

Sustainability of Funding

A portion of the CER’s funding is temporary in nature, which can vary in amounts and allocation over time. There is a risk the CER is vulnerable to the instability of temporary funding, potentially compromising its ability to effectively carry out its mandate.

To mitigate this risk, CER:

• Planned, scheduled, and resourced temporary funding renewal strategies.
• Prioritized activities to ensure resources were aligned appropriately to core responsibilities to deliver enabling projects and initiatives.
• Continued to improve processes to enable and achieve efficiencies in our core work to enable agile movement of funds aligned with changes in priorities.
• Improved reporting and oversight to monitor and ensured resources required were delivered.

Cybersecurity Breach to CER Systems

The CER is ever vigilant in working to prevent a cybersecurity breach to CER systems. There is a risk that a breach could lead to unauthorized disclosure of protected CER data; unauthorized alteration or destruction of CER data, IT systems and digital services; and/or disruption of CER systems and inability to carry out daily operations.

To mitigate this risk, CER:

• Exercised a risk-managed approach to cybersecurity.
• Maintained compliance with policy and directives related to cybersecurity as set by Lead Security Agencies (LSA) and implemented guidance based on risk management decisions.
• Partnered with LSA, other Government of Canada entities, and private sector vendors and consultants.
• Maintained rapid response plan, processes, and skills.
• Raised cyber security awareness among CER staff.

Date modified:

2025-10-20