Canada Energy Regulator – 2021–22 Departmental Plan

Internal Services: planned results


Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

  • 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

Planning highlights

Internal Services will support the identification and implementation of actions within the four Strategic Priorities: Trust and Confidence, Reconciliation, Competitiveness and Data and Digital Innovation, discussed earlier in this report.

Internal Services will align programs and supports, identifying gaps between current structures and those required to meet the CER’s Mission, Vision and Strategic Priorities, with a view to creating and maintaining an engaged, empowered, and exemplary workforce. The three-year Strategic HR Plan will ensure we enhance leadership practices across the organization through culture, policy and program support, as well as change management and communication.

In 2021-22, Internal Services will:

  • Integrate SAP as our financial and material management system.
  • Support central agencies and other government departments in the implementation of NextGen HR and Pay System Solution.
  • Invest in a competitive workforce by offering data and digital training opportunities to drive culture change across the organization.
  • Build public trust by increasing the accessibility of data and information through open data sets and user-friendly interfaces. Projects in data mining, structuring, interaction and analytics will make information more easily accessible, searchable and usable for a broader range of users.
  • Implement the GCDOCSFootnote * program, enabling consistent information management processes and solutions through technology and governance.
  • Increase regulatory efficiency and effectiveness by providing staff with digital solutions that reduce manual interventions for routine, low-risk administrative applications.
  • Advance the use of IT cloud services within the CER to improve enterprise mobility and support CER’s digital transformation initiatives.
  • Increase use of visual and digital elements in our communications products and website.
  • The CER will strengthen performance planning and reporting and increase program management competencies.

Gender-based analysis plus

  • The CER’s GBA+ Community of Practice, tools and training development will continue to mature and be made available to staff.
  • The CER will continue to measure how our pandemic response and return to office plans may impact different groups of employees.
  • The CER’s Employment Equity and Diversity approach promotes the need for a diverse workforce that mirrors the community, strengthens the CER and plays a critical role in the attraction and retention of talented employees.
  • Unlocking and digitizing data will provide more support to conduct GBA+ analysis.
  • As required under the Government of Canada’s Policy on Communications and Federal Identity, the CER will continue to communicate information in multiple formats to accommodate the diverse needs of Canadians and ensure it is equally accessible to all audiences, including Indigenous, ethno-cultural and official language minority communities.


  • The CER has extracted tables and figures from the Environmental and Socioeconomic Assessments (ESAs) of 38 major pipeline projects since 2002. A search tool to browse these ESAs will facilitate public access to valuable environmental and socioeconomic data for research, analysis and decision-making.

Planned budgetary financial resources for Internal Services (dollars)

Planned budgetary financial resources for Internal Services (dollars)
budgetary spending
(as indicated in Main Estimates)
planned spending
planned spending
planned spending
44,298,450 44,298,450 38,415,591 33,953,853

Planned human resources for Internal Services (full-time equivalents)

Planned human resources for Internal Services (full-time equivalents)
planned full-time equivalents
planned full-time equivalents
planned full-time equivalents
191.5 173.5 158
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