Performance Report on Sustainable Development April 1, 2010 to March 31, 2011

3.0 SD National Action Plan 2010-2011 Results

This section highlights the results of our initiatives to reduce our impact on the natural environment; enhance our services to Canadians; and modernize our internal systems to support balanced decision-making. It details progress made against commitments outlined in the CRA SD National Action Plan 2010-2011, and the supporting Environmental Management Programs (EMPs). The Appendix provides details on performance against activities and targets.

Goal 1: Reduce the effects of our operations on land, air, and water

The targets and activities that support Goal 1 seek to reduce the environmental impacts of the Agency's operations. Key areas of focus include solid waste management, green procurement, paper reduction, emission reduction, energy conservation, and managing hazardous substances. We met five of the seven targets, and made significant progress towards the remaining two. The details are as follows:

Solid Waste

To reduce the amount of solid waste that is sent to landfill from CRA facilities, we expanded the No Waste recycling program to include 14 additional facilities. The program now operates in 112 of 133 CRA facilities, and 96% of employees now have access to the program - exceeding our target of 90%. Figure 1 shows the increase in employee access to the No Waste program over the past three years.

Figure 1: Employee access to the No Waste program

Green Procurement

The CRA also reduces its environmental impacts by procuring environmentally responsible products and services when feasible. During the period, about half of the $12 million spent on products obtained through the Synergy online procurement tool was "green" products. This marks a significant increase from the 28% spent on green products in 2009-2010. The results signify the increasing number of green product options available through the tool. We also included green specifications in seven strategic sourcing contracts awarded during the period that were valued at over $1 million. These contracts were for short run printing services, multi-purpose office paper, data centre services, mainframe software maintenance and support services, and general maintenance services. CRA procurement spending during the period totaled $581M, of which approximately $43M (7.4%) was green. Figure 2 compares green product spending to traditional product spending through Synergy Footnote 1 between 2006 and 2011.

Figure 2: CRA Green Product Spending (Synergy)

Multi-purpose Office Paper

By reducing the amount of paper used in our operations and services, the Agency conserves natural resources and saves money. During the period, paper use per full-time employee increased for the first time since 2004 - recording a 4% or 215 sheet increase over 2009-2010. Despite ongoing paper reduction efforts, we missed our March 2011 reduction target of 20% vis-à-vis 2005-2006. While we are unable to identify the factor(s) that generated the increase, the results underscore the need for continued efforts to increase efficiencies in this area. Figure 3 illustrates CRA consumption of multi-purpose office paper per FTE Footnote 2 over the last ten years.

Figure 3: Multi-purpose Office Paper Consumption

CRA Business Travel

The CRA encourages sustainable business travel (SBT) practices to increase the efficiency of its business operations and to reduce GHG emissions and other pollutants. We promoted sustainable business travel to all employees during Environment Week 2010. An additional 1,434 employees completed the SBT course, bringing the total to 1,845 participants. We also promoted sustainable travel through the Manager's Corner and the My Travel Tool.

In 2010-2011, approximately 48% of employees travelling on CRA business increased their use of sustainable travel options.

Fleet

To reduce GHG emissions from CRA fleet vehicles, the Agency acquired eight alternative fuel (ATF) capable vehicles and one hybrid vehicle in 2010-2011. This increased the percentage of hybrids and ATF capable vehicles in the CRA fleet to 53%. The CRA fleet released 386 tonnes of GHGs during the period, which represents a 3% decrease from our 2006-2007 base year level, but falls short of our 4% reduction target. Figure 4 illustrates the Agency's fleet profile as at March 31, 2011 Footnote 3.

Figure 4: CRA Fleet Profile

Energy Conservation

As a tenant organization, the CRA conserves energy by reducing energy-waste from office equipment that is left on unnecessarily. Following the plug-load energy use baselines conducted in six pilot facilities during fiscal 2009-2010, we promoted energy conservation initiatives over a four-month period, beginning Environment Week 2010. We then conducted follow-up energy use inventories to determine the effectiveness of the initiatives. The results showed that energy-waste decreased by an average of 25% across the six facilities - thereby surpassing the target of a 15-20% reduction. We will complete the final report in the next period and use the lessons for Agency-wide energy conservation plans and promotions.

In a 2010 CRA pilot study, the results showed that equipment left on unnecessarily account for 42% of total energy used after business hours.

Across the CRA, we used a promotional image that appeared on CRA monitors during the logon and logoff periods for a total of three weeks to remind employees to turn off their computers and monitors at the end of each work day. A follow-up scan of CRA computers found that 71% of employees turned off their computer at the end of the day - compared to 70% Footnote 4 before the promotion. In support of employee energy conservation efforts and to minimize interruptions related to security updates, ITB implemented Wake on LAN in conjunction with Tivoli security pushes in October 2010. Wake on LAN allows network administrators to remotely turn on workstations that are powered off, so employees can continue turning off their computers at the end of the day even if they are expecting software updates.

Hazardous Materials

Halocarbons

We drafted guidelines for replacing equipment that contains outdated halocarbon chemicals. This will help ensure the environmentally sound disposal of old CRA appliances.

Battery recycling

We implemented battery recycling programs in additional CRA offices. A total of 1,212 kg of batteries were recycled through the Raw Materials Company (RMC) and the Call2Recycle battery recycling services. This is an increase of 59% over 2009-2010.

Although depleted batteries comprise less than 1% of all landfill waste, they account for 88% of all toxic heavy metals found in landfills (i.e. mercury, cadmium, etc.).

Goal 2: Demonstrate sustainable service delivery of tax and benefit programs

The targets and activities supporting Goal 2 aim to increase the number of CRA services that are available electronically and enhance partnerships by incorporating sustainable decision-making. Both targets in this area were met, and the details are as follows:

Paper savings

The 2010 tax year saw an increase in the number and percentage of individuals and businesses filing their taxes electronically. Approximately 60% of individual (T1) filers used either EFILE or NETFILE to submit their taxes electronically - an increase of 5% over 2009. Similarly, 46% of business (T2) filers used electronic options to file their corporate returns, which represents a 70% increase over 2009. In demonstrating the environmental benefits resulting from the increasing use of CRA electronic services, we estimated that between 1990 and 2010, almost 6 billion sheets of paper were saved due to the EFILE and NETFILE services for individual returns. This figure includes the approximately 692 million sheets of paper saved during the 2010 tax year alone. Figure 5 shows the take-up rate of electronic services for filing individual tax returns.

Figure 5: Trends in Individual (T1) Electronic Tax Filing (1990-2010)

Use of electronic services

The CRA is committed to increasing its offering of electronic services to taxpayers and benefit recipients through the Service Strategy. Fiscal period 2010-2011 marked another year of progress in this area as numerous online portals experienced increases in user traffic. There were 1.24 million logins to My Business Account during the period, an increase of 64% over the previous year. Similarly, taxpayer visits to My Account and Quick Access increased by 5.9% and 9.4% respectively compared to 2009-2010. The Represent a Client portal recorded just under 25,000 new registrants, an increase of 25% over the previous year. These statistics are very encouraging for the Agency as they demonstrate that the Service Strategy goals are in-line with actual user demands.

The CRA realized a 7.9% increase in the total share of self-service interactions; exceeding the target of a 5% increase by 2012.

SD integration

The Agency continued to include sustainable development provisions in new Memorandums of Understanding (MOUs) and Letters of Intent (LOIs). Of the 36 MOUs and LOIs issued during the period, 30 (or 83%) included SD provisions. The provisions related mainly to using technology to realize efficiencies and minimize waste.

Goal 3: All employees apply sustainable development in their jobs

The Goal 3 targets and activities seek to raise employee understanding of and commitment to SD. We met two of the three targets under Goal 3, and made noticeable progress on the remaining target by meeting one of its two criteria. The details of our Goal 3 results follow:

SD in performance agreements/expectations

The CRA encourages its managers to include SD clauses in their performance agreements or expectations to demonstrate support for the SD Program among the most senior and influential of its employees. A total of 98% of ECs included SD in their performance agreements, surpassing the target of 90%. Approximately 86% of MGs included SD clauses in their performance expectations, up from 82% in 2009-2010 but still falling below our 90% target.

SD Learning

To increase SD knowledge and understanding among our MG group, the SD Division delivers an SD training module as a component of the MG Learning Program (MGLP). A total of 22 SD sessions were conducted for 440 managers. This marks a significant increase from the 14 sessions and 280 participants in 2009-2010.

We continued to promote the Sustainable Business Travel course and saw a 400% increase over 2009-2010, in the number of employees who took the course. We also developed and released an online SD Criteria Tool to help analysts and planners include SD considerations in their projects, policies and plans.

Employee engagement

National SD Events

The CRA continued to use the three national SD events (Earth Day, Environment Week and Waste Reduction Week) to increase employee understanding of SD and its application in their jobs. Branches and regions throughout the Agency hosted local events to support the national themes. The 2010 employee survey results showed that 97% of employees are aware of SD at the CRA - surpassing the target of 95%. It also revealed that employee participation in each of the three national events has increased since 2007. Figure 6 shows the growth in employee awareness of SD in the workplace since 2004.

Figure 6: SD Awareness among CRA Employees between 2004 and 2010

The Sustainable Development Innovation Fund (SDIF)

The SDIF finances employee-sponsored projects that both advance innovation and support sustainable development at the CRA. During the period we received 26 proposals and allocated $50,000 to three projects. They are:

• Electronic T196 Enquiry Disposal Sheet (TSDMB - HQ): This project creates an electronic form that eliminates the need to print the T196 Enquiry Disposal Sheet. The e-form is currently being developed. It is estimated that the project will save approximately $170,000 a year from the reduction of paper and printing costs, and will increase the efficiency of the entire process.
• Paperless Audits (Winnipeg TSO): This project will make all audits under the Audit Project on Gifting Tax Shelters paperless. Since the paperless process was implemented, it has saved over 100,000 sheets of paper; $1,600 in printing costs; as well as storage and transportation costs.
• Workload Ecoscreening (CPB - HQ): At the Ottawa TSO, employees of the Workload Team screen approximately 2,300 cases for small and medium enterprises, underground economy, and Office Audit. This represents approximately 30,000 sheets of paper per year. This project sets up dual monitors and directs the print function on computers to automatically save screened files to a common drive. With the implementation of the project, monthly paper consumption has decreased from 3,000 sheets to 500 sheets, printer cartridges last substantially longer, and employees have increased their productivity.

Due to fiscal constraints, the SDIF will no longer provide financing for project ideas. However, the SD Division will continue to promote, encourage, and facilitate the implementation of innovative employee ideas.

Goal 4: Use modern systems that support and maintain sustainable development

The targets and activities supporting Goal 4 incorporate SD commitments into decision-making, improve the management of the SD Program, and prepare the CRA for the next SD strategy under new federal SD legislation. Both targets under Goal 4 were met and the details are as follows:

SD Network

We continued providing support to the SD Network through orientation and awareness sessions, quarterly SD Network meetings, participating in local and regional SD committee meetings, releasing semi-annual SD report cards, and through the provision of tools, guidelines and best practices. The SD Network completed 75% of its planned sub-activities during 2010-2011.

The annual SD Coordinator Survey results showed a satisfaction level of 81% for the support provided by the SD Division - an increase from 77% in 2009-2010. Details of the survey results can be found in Table 1, below.

Table 1: SD Network Rating of SD Division Services in 2010-2011

The SD Division also met its service standard by responding to 100% of employee enquiries (36 of 36) to the SD Inbox within five working days. The average enquiry response time was 1.9 business days.

Sustainability Criteria

We finalized and posted the SD Criteria Tool to the SD Website. The criteria are a series of prompt questions from social, economic and environmental perspectives that are meant to encourage integrated decision-making by planners and analysts during policy, plan and program development and review. We also integrated SD Criteria into the draft CRA Parking Directive and Procedures.

Environmental Management Programs (EMPs)

We implemented our 2010-2011 EMPs and reported performance to the National Environmental Management System (EMS) Committee at regularly scheduled meetings. The nine EMPs set 94 targets in total and we achieved the following results:

• Met: 61% or 57 targets
• Mostly met Footnote 5: 13% or 12 targets
• Not Met: 27% or 25 targets

Given the maturity of the Agency's SD Program, we integrated the EMPs into the activities of the SD National Action Plan and the activity blueprints. This merger will improve the efficiency of our SD planning and reporting. As a result, separate EMP targets will no longer be drafted and the National EMS Committee has been discontinued. These changes are reflected in the new online Performance Reporting Tool.

Conclusion

The purpose of the transition year SD National Action Plan was to complete and extend activities of the SD Strategy 2007-2010, and prepare CRA SD Strategy 2011-2014. Overall, we completed 90% Footnote 6 of the planned work and met 11 of 14 targets by completing 27 of 39 activities. All in-progress activities will be addressed in the new SD strategy. We conclude that the transition-year plan was successfully implemented and that the Agency is ready to pursue SD Strategy 2011-2014.

Date modified:

2012-06-19