Opening Remarks

The Acting Commissioner (A/CO), Jean-François Fortin, welcomed participants to the meeting and shared his gratitude for the opportunity to continue working together in his interim role. He expressed his appreciation for the Agency’s ongoing collaboration with the Audit, Financial and Scientific (AFS) Group and emphasized the importance of maintaining constructive union-management relations.

He also expressed his sincere appreciation to the former Commissioner Bob Hamilton for his exceptional leadership and nearly a decade of dedicated public service. He noted that his tenure was marked by respect for employees, a strong commitment to serving Canadians with fairness, integrity, and professionalism, as well as a clear strategic vision. He shared his intention to continue the important work advanced under Mr. Hamilton’s leadership.

He recognized that the meeting was taking place on the traditional and unceded territory of the Algonquin Anishinabeg People and underscored the shared responsibility to advance reconciliation. He invited participants to reflect on the lands where they live and work.

He noted that the meeting adopted a new format, including an icebreaker activity inspired by the Union-Management Approach workshop (UMA103), intended to encourage greater dialogue and collaboration between the union and management.

He shared his strong belief in union-management relations grounded on continuous dialogue, mutual respect, and transparency. He stated that these principles are essential to maintaining trust and supporting employees who deliver the Agency’s programs and services every day.

While underscoring the importance of the NUMCC meetings, he acknowledged that effective union‑management relations extend beyond this forum. He noted that the true value of union-management relations is demonstrated through sustained engagement, collaboration at all levels, joint problem‑solving, and, at times, difficult but necessary discussions, each grounded in a shared commitment to employees and to Canadians.

He noted that the November 2025 federal budget announced fiscal measures that will continue to shape the delivery of programs and services in the period ahead. He acknowledged the professionalism, adaptability, and dedication demonstrated by the Agency over the past fiscal year and expressed his confidence that this same level of commitment will continue.

He affirmed that the Agency’s greatest strength lies in its employees—their commitment, resilience, and the strong relationships built between management and the unions. He emphasized that continued collaboration is essential to navigating ongoing changes while maintaining excellence in delivering services to Canadians.

He discussed the Early Retirement Incentive (ERI) Program, announced in the 2025 federal budget, which is intended to support workforce adjustments through attrition and voluntary departures. He acknowledged the considerable efforts of the Pension Centre for their diligence and commitment in supporting the implementation of the ERI Program and confirmed that more information will be shared as it becomes available.

He referenced the Treasury Board Secretariat (TBS) announcement of February 5, 2026, regarding the increase in on-site presence, and outlined the Agency’s intention to also increase attendance to four days per week beginning in July 2026.

He acknowledged that the announcement raised concerns and emphasized that the approach aligns with the Agency’s service delivery mandate, supporting collaboration, teamwork, a sense of belonging, and organizational culture. He noted that the Agency will continue to assess its specific operational data, program diversity, and expectations from Canadians in order to facilitate a successful increase in on-site presence.

He shared his pride in the success of the 2025 CRA Charitable Campaign, noting that the Agency exceeded its fundraising goal, supported 7,940 individuals, and saw strong participation from first‑time donors. He recognized the launch of the Agency’s first national blood donation tour, which resulted in over 1,000 blood donations nationwide. He highlighted the engagement of the Assistant Commissioners through employee wellness sessions and acknowledged the generous contributions of the unions and their members to the campaign.

Amid the tax season, he recognized employees for their dedication, professionalism, and exceptional contributions during this demanding period and throughout the year. He acknowledged the difficult period employees are currently experiencing, noting the strain associated with cutback measures and budgetary pressures affecting them, their colleagues, and their families.

Doug Mason, President of the AFS Group, expressed his appreciation for the opportunity to meet with the Agency’s senior management team. He noted that the AFS national elections for five regional representative executive positions are currently underway and expected to conclude in early June 2026, with successful candidates serving three-year terms beginning July 1, 2026.

He outlined that AFS representatives and senior management meet formally twice a year through the NUMCC forum and highlighted the important and ongoing work that continues throughout the year beyond these formal meetings. He also recognized the union-management relations (UMR) team for their continued efforts to strengthen the consultation process.

Doug noted that these are challenging times as we navigate another round of federal government austerity measures. We must not lose focus on those impacted directly, or indirectly, by budget cuts including our AFS members, their colleagues, and their families.

The A/CO invited the icebreaker facilitators, the Director for the Small Business Compliance Division of the Compliance Programs Branch, and the AFS Vice-President, to lead the UMA activity.

1.  Union-Management Approach

The Assistant Commissioner (AC) of the Human Resources Branch (HRB) and Chief Human Resources Officer (CHRO), acknowledged the shared accomplishments achieved through longstanding collaboration between the union and management, noting that the work undertaken together has delivered meaningful benefits for employees and strengthened the Agency as an organization. She emphasized the importance of trust and transparency in fostering effective and constructive union-management relations.

She spoke to the Agency’s union-management philosophy, noting that it was initially established in 2005 and reaffirmed through formal signing ceremonies in 2018 involving the Commissioner, the Deputy Commissioner, and the National Union Representatives at the time. She indicated that, following the appointment of a new Commissioner, management would welcome discussions with the unions on next steps to further strengthen union-management relations.

The AFS President noted that the UMA is intended to promote constructive and respectful labour relations, with a strong emphasis on the early and lowest‑level resolution of disputes. He recalled that the UMA originated in the Atlantic Region and expressed his appreciation for its foundations in fostering harmonious labour‑management relations.

He expressed concern that, in recent years, the union‑management consultation process has increasingly been treated as a procedural or “check‑the‑box” exercise rather than meaningful engagement, noting that formal consultations have often been replaced by briefings, particularly during significant organizational changes affecting AFS members, sometimes minutes before mass distribution to employees. This approach has contributed to general frustration and a perception that union feedback is not being considered.

Given the poor state of union-management relations with Commissioner Hamilton, the union had not been interested in a UMA recommitment until the appointment of a new Commissioner. He confirmed AFS’s interest in renewing the National Union‑Management philosophy with the upcoming new Commissioner and added that this will represent an important opportunity for the union and management to establish a clear understanding of their expectations for greater collaboration.

He then proceeded to share three issues for discussion:

He observed that participation rates to the UMA103 workshop appear to vary significantly across regions, with lower participation reported in some regions compared to others. He questioned whether these discrepancies reflect uneven engagement, insufficient promotion, or inadequate follow-up, and requested clearer national-level reporting on participation rates.
He sought clarification on how expressions of interest for facilitating the UMA103 workshop are being managed, how employees are informed of subsequent steps, and what mechanisms are in place to ensure consistent follow-up and meaningful engagement.
The third issue focused on the meeting delivery formats, with the union strongly advocating for in-person meetings, particularly when addressing matters such as organizational changes and labour relations issues affecting their members.

He emphasized that in-person meetings support higher-quality communication, allow for better interpretation of non-verbal cues, enhance understanding, and contribute to overall trust-building. While acknowledging the Agency’s current budgetary constraints, he stated that they should not be used to justify the reduction of in‑person meetings.

The AC of the HRB and CHRO thanked the AFS President for his input and committed to continuing to review the regional and branch participation data for the UMA103 workshop. Regarding in-person delivery, she noted that the current financial context has resulted in significant reductions in travel across the Agency, and that these constraints are currently a contributing factor to limitations on in-person meetings.

2.  Comprehensive Expenditure Review and Workforce Adjustment

The AC and Chief Financial Officer (CFO), Finance and Administration Branch (FAB), reminded participants that the Agency’s Comprehensive Expenditure Review (CER) results were reflected in the federal budget tabled on November 4, 2025, which announced that the Agency will achieve annual savings ramping up to $235.1 million by 2028-2029, with these savings continuing on an ongoing basis.

He noted that these savings will be achieved through the modernization of administrative approaches to enable greater productivity, as well as the gradual wind-down of certain programs that are no longer aligned with government priorities. He provided examples of programs identified for wind-down, including the Digital Services Tax, the Federal Fuel Charge, and the Canada Carbon Rebate for Individuals and Businesses.

He also noted that the 2025 federal budget proposes to eliminate the Underused Housing Tax and the Luxury Tax on aircraft and vessels, which have been identified as inefficient, and explained that these measures are expected to contribute to additional administrative savings.

He shared that the Agency has assessed that it can progressively implement the required expenditure reductions in alignment with the expectations that are set out in the 2025 federal budget, while minimizing impacts on critical activities.

He confirmed that the Agency will continue to operate under fiscal constraints to maintain its financial viability, and that the financial controls introduced in 2024 will remain in effect moving forward, including:

hiring restrictions;
the moratorium on the conversion of term employees to indeterminate status; and
reductions in discretionary spending, including travel, overtime, and consulting contracts.

He reaffirmed the Agency’s commitment to minimizing impacts on employees as changes are implemented and confirmed that management will continue to update the unions as decisions are made public and information becomes available.

He shared that the Agency remains focused on ensuring long-term sustainability and on delivering services to Canadians in a responsible, efficient, and innovative manner.

The AC of the HRB and CHRO reaffirmed the Government’s commitment to responsible government spending and referenced the launch of the CER. She noted that the Agency has been actively recalibrating its workforce since 2024 to align with a more sustainable fiscal and operational environment.

She reported that, as of March 31, 2026, within the context of workforce adjustment (WFA) measures, 479 employees were affected and received notification letters. Of these, up to 210 employees are expected to be declared surplus, primarily within the Legislative Policy and Regulatory Affairs Branch, following the elimination of the Federal Fuel Charge announced in the 2025 federal budget, as well as across certain internal services and branches, including the FAB and the Security Branch.

She shared that the implementation of this third wave reflected lessons learned from the January and May 2025 WFA announcements. She acknowledged that management and the unions have worked effectively together throughout this process and continue to refine their communications, ensuring messages are delivered with compassion, clarity, and consistency, while keeping employees’ well-being at the forefront. Under these difficult circumstances, she noted that the WFA rollout proceeded as smoothly as possible and expressed her appreciation to the unions for their ongoing collaboration.

She shared that the ERI Program, as outlined in the 2025 federal budget, received Royal Assent at the end of March 2026. She noted that this initiative represents a valuable opportunity to modernize the Agency’s workforce and reaffirmed management’s commitment to keeping unions informed as key milestones are reached.

She acknowledged that, while workforce reductions are required, careful consideration has been given to operational requirements across the Agency. She noted that particular emphasis has been placed on maintaining service delivery, including through the development of talent pools at multiple levels, the strategic use of term employees in operational areas to support peak tax‑filing periods, and greater flexibility in workforce deployment.

She outlined the reopening of student hiring, underscoring its role in supporting talent development, advancing workforce renewal, and promoting high‑quality employment opportunities for youth.

The AFS President reiterated that, under the WFA framework, the Agency has a responsibility to ensure that employees are treated with fairness and respect. He stated that the WFA process should be focused on maintaining employment and mitigating involuntary layoffs, rather than facilitating them.

He shared his concerns regarding the lack of Guarantee of Reasonable Job Offers (GRJOs) in recent WFA exercises and expressed hope that all available mechanisms, including alternation, be fully explored to support employees during this process. He added that the AFS will continue to do everything in its power to support its affected members who wish to continue their service to the Agency.

He noted that union members on the National WFA Committees have found management to be cooperative in sharing information, including details about members and how the alternation and WFA processes affect them.

He shared his concerns that the unions are still not being invited to the employees’ WFA briefings and that this issue was raised during previous rounds of WFA.

He shared his view that there are simpler ways for the Agency to achieve significant cost savings without impacting employment levels or services to Canadians, while also supporting the federal government’s policy objectives. He added that encouraging telework could save the Agency hundreds of millions of dollars while enhancing productivity and employee well-being, as well as supporting Canada’s environmental, infrastructure, and housing goals.

He noted that the intent to expand office space contradicts these objectives, particularly given the need to convert underused office space into housing, and emphasized that telework promotes efficiency, job retention, and fiscal responsibility.

He shared his concerns that reductions to services and layoffs weaken the Agency’s ability to collect revenue, noting that reducing the workforce ultimately reduces government revenue. He referenced the Parliamentary Budget Officer’s estimate that Canada loses up to $25 billion annually due to profit shifting, tax avoidance, and increased use of tax havens.

He shared that the AFS members audit complex taxpayer files, investigate aggressive tax avoidance schemes, and ensure that the wealthiest individuals and corporations pay their fair share of taxes. He added that reducing this capacity makes it easier for corporations and high-net-worth individuals to avoid paying what they owe, while shifting a greater share of the tax burden.

He added that cuts to the Agency threaten Canada’s self-assessment system and reduce the revenue-generating capacity needed to meet commitments such as military funding and Building Canada Strong initiatives.

He again urged the Agency to invest in people and their productivity rather than in real estate, noting that unnecessary real estate expenses ultimately impose additional costs on Canadians.

The AC of the HRB and CHRO responded by underscoring that the WFA decisions are informed by rigorous analysis of work requirements, human resources impact assessments, and the Agency’s broader financial and operational context. While confirming that the Agency is not in a financial position to GRJOs to employees affected by the WFA, she shared that workforce planning efforts are currently focused on minimizing impact on employees.

She acknowledged the concerns raised by the AFS President regarding the WFA and reaffirmed the importance of union participation in briefings to support employees during periods of transition.

The AC and CFO, FAB, explained that while efficiency measures are required to achieve planned budgetary savings, a portion of these savings is expected to be reinvested over time, consistent with the implementation horizon extending to 2028-2029.

He further emphasized that workforce and resource decisions will continue to be guided by the Agency’s mandate, financial realities, and the need to maintain public confidence in the administration of Canada’s tax system.

The AFS Treasurer and British Columbia/Yukon Region Representative asked whether there is an acceptance cap on ERI applications. He also asked why WFA measures could not be addressed before ERI and questioned why student hiring continues while indeterminate employees are being laid off.

The AC of the HRB and CHRO explained that decisions regarding the acceptance of ERI applications will be guided by three key criteria: (1) contribution to the Agency’s financial objectives; (2) impacts on service delivery to Canadians; and (3) impacts on operations. She also shared that ERI decision-making authority will be delegated at the Commissioner level.

The Director General (DG), Workplace Relations and Compensation Directorate (WRCD), added that biweekly updates, including ERI application data across the Agency, will be shared with the unions, starting in May 2026.

3.  Implementation of the Pay Equity Act

The AC of the HRB and CHRO stated that the Pay Equity (PE) Committee has been working collaboratively and diligently through all required steps to develop the Agency’s PE Plan. She added that, as of April 2026, the PE Committee continues its work to identify job classes, determine gender predominance, assess the value of work, calculate total compensation, and conduct preliminary analyses to better understand potential wage gaps. She noted that this work demands careful and sustained effort and is critical to ensuring the development of a robust and defensible PE Plan.

She shared that the Committee is currently in a phase of analytical review, focusing on the evaluation of the value of work, with some related review of job classes to ensure consistent and accurate application.

She noted that the Agency is collaborating with TBS to develop a common approach for requesting funds and to determine the best way to manage pay equity payments within the current pay system.

The AFS President expressed concern regarding the proposed extension of the timeline to finalize the PE Plan.

The AC of the HRB and CHRO acknowledged the potential delays in finalizing the PE Plan, and confirmed that emerging challenges currently need to be closely examined by the PE Committee.

4.  Artificial Intelligence at the CRA

The AFS President shared his concerns regarding the federal government’s plan to increase reliance on artificial intelligence (AI) and its potential impacts on the Agency. He warned that AI must be introduced with great caution, noting its potential to increase bias, particularly against equity-seeking groups, and to produce adverse outcomes if implemented without appropriate professional oversight and interpretation.

He shared that AI should never replace professionals and acknowledged that it could change the nature of certain roles, making this a matter of significant importance to both union members and the organization. For these reasons, he underscored the need to

introduce responsible AI practices at the Agency and reiterated AFS’s request to be consulted on the Agency’s AI tools.

He was pleased to report that the terms of reference for the new AFS Technological Change Consultation Committee have recently been finalized and that the participants are expected to meet shortly. He requested that management provide an update on the Agency’s planned use of AI.

The Deputy Assistant Commissioner (DAC), Service, Innovation, and Integration Branch (SIIB), shared that the Guidelines for Employee Use of Online Generative AI, developed in consultation with the AFS, have been formally converted into the Standards for Employee Use of Generative AI.

He stated that this shift strengthens direction by moving from recommended practice to clear corporate requirements, for which employees are accountable for compliance, while also providing standards they can rely on as tools and examples of use continue to evolve.

He affirmed that the standards align with broader GC terminology and formally reinforce the human-in-the-loop operating model, explaining that, under this model, humans remain responsible for reviewing, validating, and making final decisions on outputs generated by automated or AI-enabled systems.

He added that, as AI capabilities continue to evolve, the Agency is preparing for more advanced forms of AI, including   and explained that it refers to systems capable of autonomously making decisions and taking actions toward defined goals, with limited human supervision.

He noted that previous experiences have shown that existing CRA AI policy instruments are not sufficient to govern these types of systems. He shared that, in consultation with the unions, the Agency is currently developing a dedicated Agentic AI Standard to supplement the Directive on AI, which is expected to be published in 2026. He clarified that there is currently no agentic AI system deployed at the CRA and emphasized that this work is intended to ensure appropriate safeguards are in place prior to future implementation.

He shared that the Agency AI Governance Committee, launched in fall 2025, serves as the central authority for AI governance across the Agency by bringing together stakeholders from multiple branches. Its mandate focuses on enterprise-wide oversight, risk mitigation, and cross-branch coordination to support the responsible and value-driven use of AI.

He shared that the AI Governance Committee provides senior management with a horizontal governance platform for enterprise-wide oversight, coordination, and accountability. He noted that the Committee’s responsibilities include overseeing the CRA’s AI governance framework and promoting ethical AI use through a risk-based stewardship approach. The AI Governance Committee also prioritizes cross-functional AI initiatives, monitors emerging technologies, and engages both internal and external stakeholders. He emphasized that this work is fully aligned with the CRA’s 2025-2028

AI strategy, ensuring that AI is implemented responsibly, transparently, and in support of organizational objectives.

He noted the Agency’s participation in the interdepartmental AI Operational Ethics Review board, which provides a forum for executives to consider Government of Canada wide interests and align on best practices.

He also shared that Microsoft Copilot is available to employees and has been approved for use with Protected B information following comprehensive assessments by security, privacy, and governance partners. He added that Microsoft Copilot is a productivity support tool rather than a decision-making system, and that guidance and training on its appropriate use are available to employees.

He shared that March 31, 2026, marked the completion of the first full year under the 2025-2028 AI Strategy and the 2025-2026 AI Implementation Plan. He added that the Agency is now better positioned to articulate where progress has been made in advancing AI maturity, as well as where future efforts should be focused. He added that the deployment of AI tools continues to accelerate, and that the Agency’s 2026-2027 AI Implementation Plan will focus on strengthening employee support as staff adapt to new and emerging competencies, enabling responsible and sustainable scaling.

In order to better understand how generative AI tools are being used in practice, he shared that an employee survey is being developed and is planned for launch in spring 2026, with consultation with the unions to follow once the draft survey has been finalized.

He stated that the employee survey will gather insights into how generative AI tools are being used daily, where they are adding value, and where employees may be experiencing uncertainty or constraints. He confirmed that, once validated, the survey results will support evidence-based discussions on AI implementation, training requirements, and potential future adjustments.

He shared that the Agency’s AI Plan continues to advance in a measured and disciplined manner, underscoring that the core operating model remains unchanged: AI serves as a support to work, while accountability remains with employees.

He noted that deeper engagement with the AFS will be achieved through the establishment of the new AFS Technological Change Sub-Committee, planned for launch by summer 2026.

Concerns were raised by the AFS Treasurer and the British Columbia/Yukon Region and the NCR‑IT Region AFS representatives regarding the implementation of AI at the Agency, with particular emphasis on Access to Information and Privacy (ATIP) considerations and risk management.

The DAC, SIIB; the DAC, Information Technology Branch (ITB); the AC, Public Affairs Branch (PAB); and the AC, Compliance Programs Branch, collectively responded to the concerns raised by the union. They emphasized that appropriate governance and technical controls are in place and clarified that employees are not building, training, or modifying the underlying components of the Microsoft Copilot Program. Management replied that, while Microsoft Copilot is in use at the Agency, it differs from the consumer version available for personal use.

The AC, PAB, committed to providing a follow-up on ATIP considerations, including how risks are being managed when transactional information is involved. The DAC, SIIB, also committed to providing a more complete response regarding applicable security standards, including those in place for Microsoft Copilot.

Commitment: The AC, PAB, committed to providing a follow-up on ATIP considerations, including how risks are managed when transactional information is involved.

Commitment: The DAC, SIIB, committed to providing a more complete response regarding applicable security standards, including those in place for Microsoft Copilot.

5.  Update on the Hybrid Model of Work

The DAC, HRB, shared that on February 5, 2026, the TBS announced the GC’s intention to increase on‑site presence for executives and employees and that separate agencies were strongly encouraged to implement a similar approach.

He noted that the Agency intends to align with this increased requirement and will take the necessary time to determine how it will be implemented. He confirmed that management is committed to sharing updates as decisions are made and that engagement sessions with the unions would take place at the end of April 2026. These sessions will seek input on:

space and timing;
implementation, monitoring, and compliance; and
exceptions and duty to accommodate.

While acknowledging that the Agency is a separate employer from TBS, he stated that the organization will align with TBS’s direction on prescribed workplace presence in order to ensure a consistent approach within the public service.

He added that the Agency continues to review its hybrid work model while improving tools and policies that support remote and on‑site work, with the objective of maintaining a flexible digital workplace aligned with its mandate.

He noted that real property analysis remains ongoing and will help determine the implementation plans and timelines. He added that the HRB will assess possible impacts on the Workplace Arrangement Agreements and will communicate the finalized approach to employees.

The AFS President stated that the union has been very vocal in its support of telework and hybrid work models, noting that such approaches are essential from financial, productivity, and well‑being perspectives. He expressed the view that the Agency’s decision to move to a rigid four‑day‑per‑week, in‑office presence represents a failure of senior management to make decisions in the best interest of the Agency.

He shared concerns that the unions were not consulted on the return‑to‑the‑office (RTO) four‑day approach, even after several months following the announcement. He added that the recent information shared on RTO has not been encouraging, despite earlier commitments to improve the process. He also expressed that the rigid weekly enforcement of a four‑day in‑office requirement will elevate presenteeism and questioned why the Agency is disregarding this concern.

He emphasized that enforcing presenteeism through performance expectations and codes of conduct reflects a reliance on coercive measures rather than sound management rationale. He stated that such an approach suggests the decision cannot be effectively defended on its merits and argued that resorting to enforcement measures indicates a breakdown in trust and respect for authority. He characterized this as a failure of leadership.

He stated that the union wants to be part of an organization that genuinely cares about its employees and one that employees feel proud to belong to. He urged management to reconsider the decision to move to a rigid, enforced four‑day‑per‑week, in‑office mandate, emphasizing that it is not too late to change course.

He cautioned that decisions driven by political expediency do not age well and encouraged management to reflect on the longer-term impacts on the workforce and the organization. He expressed that the Agency has the capacity to make its own decisions and that such decisions should serve the interests of the Agency, its employees, and Canadians.

He stated that the Agency had previously been well advanced toward a hybrid workplace, grounded in the principle of “presence with purpose”, supported by regular consultations over several years. He added that the pandemic demonstrated that hybrid work was even more feasible for the Agency than previously anticipated. He expressed his concern that, following the pandemic, this progress was reversed as a result of political interference, undermining the gains that had been achieved.

He shared that on April 13, 2026, he was invited to select three AFS representatives to participate in three one-hour RTO engagement sessions with management and the Union of Taxation Employees (UTE) representatives. He stated that he was not consulted on availability and that he was unavailable during the proposed times.

He expressed concerns that due to this short notice and limited format, the proposed on-site presence engagement sessions would not allow sufficient time for the AFS to review information or provide meaningful input and noted that the AFS has distinct interests from the UTE. He reiterated that the AFS had been promised meaningful consultation on the implementation of the RTO and stated that the proposed sessions did not constitute genuine consultation.

He indicated that the AFS would not participate in symbolic consultations and that the union would rather engage in substantive discussions through a full-day session on April 27, 2026, should management agree to proceed.

The DG, WRCD, confirmed that management would follow up with the AFS to propose additional availability for the on-site presence engagement sessions.

The AFS President stated that the union will be seeking to negotiate the collective agreement provisions in order to restore a workplace in which management discretion and the best interests of employees are the main determinants of where work can be performed rather than focusing on external commercial or political interests.

6.  Public Service Employee Survey

The AC of the HRB and CHRO shared her belief in the integrity of the Public Service Employee Survey (PSES) data and its associated timelines. She noted that the PSES is a large‑scale, methodologically rigorous survey, with results released only after extensive validation and quality assurance processes to ensure accuracy and reliability, which accounts for the time between survey closure and public release.

She emphasized that the PSES results are not used as stand‑alone data but are interpreted alongside other workforce indicators—including sick leave trends, accommodation data, and operational pressures—to ensure a comprehensive understanding of the employee experience.

She highlighted that the survey results are reviewed through multiple national governance and oversight tables, with union participation facilitated through established mechanisms such as the PSES National Steering Committee, health and well‑being forums, and Employment Equity, Diversity, and Inclusion (EDI) governance bodies.

Regarding follow‑up actions, she noted that instead of adopting a single prescriptive national action plan, branches and regions are asked to identify targeted responses aligned with their unique operational contexts, supported by centralized analysis and guidance.

She concluded by reaffirming management’s commitment to visible and sustainable change and acknowledging employee expectations for concrete follow‑up. She stated that the Agency’s approach focuses on evidence‑based and sustainable improvements, particularly in the areas of employee well‑being, psychological health, and EDI, while balancing ongoing operational demands and capacity constraints.

The AFS Vice‑President shared concerns regarding the lack of follow‑up and action on the issues previously identified through the PSES. He noted that, historically, joint Union‑Management focus groups were established to review the PSES results and to develop action plans at the local, regional, and national levels.

He added that the PSES action plans were previously published on InfoZone and that the fact that they are no longer being published contributes to a perception that the results are not being meaningfully addressed.

He observed that participation rates in the PSES have declined, attributing this trend to employees’ perceptions that survey results do not drive action and that insufficient time is provided during work hours to complete the survey.

He noted that multiple PSES cycles have demonstrated a steady decline in trust in senior management among Agency employees, emphasizing that while difficult decisions are not always well received, the sustained downward trend should be of significant concern to senior leadership.

He referenced results from the 2024 PSES, noting that 56% of respondents expressed confidence in senior management; 68% agreed that senior management leads by example in ethical behaviour; 49% agreed that senior management makes effective and timely decisions; and 55% agreed that information flows effectively from senior management to staff.

In contrast, he highlighted more positive results concerning employees’ relationships with their immediate supervisors, with 82% of respondents indicating that they received useful feedback on job performance and 85% reporting that they received information from supervisors that affects their work. He stated that this contrast suggests challenges at the senior management level in decision‑making and communication.

He emphasized that meaningful consultation with the union and responsive action on issues raised by employees would contribute to rebuilding trust in senior leadership.

In anticipation of the 2027 PSES, he requested that the Agency re‑establish the joint Union‑Management Committees at the local and regional levels for meaningful consultations and to ensure that concrete action plans are developed at all levels to support employee morale, well‑being, and work‑life balance.

7.  Classification Reform

The DAC, HRB, stated that at the October 2025 AFS NUMCC meeting, management shared that the ITB and the HRB branches would collaborate to identify the classification elements to be included in the upcoming review. Since May 2025, ITB has met regularly with the Classification team to develop an action plan.

He explained that these discussions have helped identify priority organizational structures within the ITB, review core public administration work descriptions for potential applicability and begin establishing guiding principles for the review. He noted that the HRB will continue collaborating with the ITB to finalize the overall vision of the classification elements action plan before sharing information with the unions.

He reported that the ITB and the HRB branches have drafted short‑format work descriptions for the 27 CS positions currently used at the Agency. The ITB is currently reviewing the CS work descriptions drafts, including those in other branches in order to ensure clarity of mandate and to avoid overlap.

He added that the completion of the initial review is progressing well and that the next step is for management to meet with the Public Service of Canada for the Audit, Financial and Scientific Group (PIPSC-AFS) representatives to present the work descriptions. Once the feedback is provided, the Classification team will conduct an analysis and present different options to the ITB. The ITB will then be responsible for outlining next steps and considering identified issues, as well as the readiness for implementation.

The AFS President noted that the union has been seeking meaningful classification reform for two decades and recalled that the Agency was close to implementing classification reforms prior to their suspension under the Expenditure Restraint Act and expressed his frustration with the lack of progress since that time.

He reiterated the importance of meaningful consultation with the unions in the development of any new job classification standards. He emphasized that close collaboration is essential to ensure the classification reforms comply with the Canadian Human Rights Act and do not result in the misclassification of affected employees.

The NCR-IT AFS Regional Representative added his concerns about CS classification reform. While not opposed to the use of the new IT classification standard as a basis for a new AFS-CS Standard, he believes that the IT Classification standard does not adequately assess the relative value of the work based on the four required elements under the Canadian Human Rights Act, namely skill, effort, responsibility, and work conditions.

Any job requiring or using computer-based methodologies and languages, whether they be in SQL, Java, Javascript or such computer programming languages like (COBOL, Python, C, etc.) should be classified in the new AFS CS classification group.

Higher code of conduct and stricter conflict-of-interest restrictions at the Agency are not reflected in our classification as required under the Canadian Human Rights Act.

For example, lifetime restrictions on post-employment opportunities and investments fall under the “Responsibility” component.

Any classification reform must account for the use of AI.

Closing Remarks

The A/CO thanked all attendees for their active participation and the constructive nature of the discussions. He encouraged the parties to continue meeting and addressing key

issues as early as possible and reaffirmed management’s commitment to keeping the unions informed whenever possible as the Agency continues to navigate this period of change.

He outlined the fast-approaching retirement date of the AC for the Western Region and recognized her significant contributions to the Agency over the course of her career.

He confirmed that the next NUMCC meeting with the AFS is scheduled for October 20, 2026, and wished all participants well.

The AFS President thanked all participants for their contributions to the meeting, noting the shared interest of management and the union in fostering a healthy, productive organization that serves both Canadians and its employees.

He expressed his commitment to continue collaborating with management to protect the interests of AFS members affected by WFA measures and affirmed that the union will continue advocating for their rights.

He noted that the preparations for the next CRA-AFS collective bargaining process are underway and that the current PIPSC-AFS collective agreement will expire on December 21, 2026. He shared that the AFS will continue to advocate for improvements to the Agency’s working conditions on behalf of its members, including enhanced telework arrangements grounded in the principle of “presence with purpose,” as well as fair compensation for AFS members.

Finally, he thanked the UMR team for their efforts in supporting a meaningful forum for discussion and advised that AFS representatives remain available for any follow‑up discussions.

Jean-François Fortin, Acting Commissioner – Canada Revenue Agency
Date: July 24, 2026   

Doug Mason, President – Audit, Financial and Scientific Group, Professional Institute of the Public Service of Canada

Date: July 27, 2026