Opening remarks
Doug Mason, President of the Audit, Financial and Scientific (AFS) Group, began with a land acknowledgement and welcomed all participants. He then invited attendees to introduce themselves. He noted that the upcoming months and years will present significant challenges, particularly with respect to the government’s Refocusing Government Spending (RGS) measures and their potential impacts on AFS members.
He also expressed disappointment that the Commissioner cancelled his attendance, emphasizing that these meetings are planned up to two years in advance, and stressed the importance of mutual respect. He concluded by expressing his hope for a productive and collaborative meeting.
The Deputy Commissioner (DCO), Jean-François Fortin, began by expressing his pleasure to be present and thanked the AFS Group’s President for acknowledging the traditional Indigenous lands. He conveyed greetings on behalf of the Commissioner (CO), who was unable to attend, and expressed his appreciation for the opportunity to engage in productive discussions during the meeting.
He underlined the importance of these meetings, noting that keeping strong relationships with employees and union partners is vital during times of meaningful change. He emphasized that employees must continue to feel supported as the Agency fulfills its mandate of serving Canadians.
The DCO referred to recent leadership changes, including the appointment of the Minister the Honourable François-Philippe Champagne and the Parliamentary Secretary, the Honourable Wayne Long, and extended his appreciation to former Minister Élisabeth Brière. He congratulated Melanie Serjak on her appointment as the Assistant Commissioner (AC) for the Assessment, Benefit, and Service Branch (ABSB) and congratulated Gillian Pranke, former AC, ABSB, on her retirement. He then acknowledged Cathy Hawara’s new role at the Privy Council Office, Marc Lemieux’s appointment as AC of the Compliance Programs Branch (CPB), and Tammy Myers for assuming the role of AC for the Collections and Verification Branch (CVB) on an interim basis.
He highlighted the Agency’s 100-Day Plan, noting that the Agency is now halfway through this initiative. The plan focuses on four key priorities:
1. Increasing contact centre capacity: reallocating resources to increase the number of call centre service representatives.
2. Expanding digital self-service options: promoting tools like the CRA’s GenAI chatbot beta and My Account portal, to increase online service use and broaden digital offerings.
3. Tackling root causes of service issues: addressing the underlying factors behind service delays and accelerating resolution of call drivers.
4. Advancing modernization: piloting AI solutions, using current technologies, and deploying new ones such as the telephony platform.
He emphasized that all employees are called upon to contribute to this 100-Day Plan mandate, which, while designed for immediate impact, will have lasting benefits for the Agency. To lead this important file, the CO has tasked Melanie Serjak, AC, ABSB, and Maxime Guénette, AC of the Service, Innovation, and Integration Branch (SIIB), Chief Data Officer, and Chief Service Officer, with oversight of the initiative. They are supported by Santo Scarfo, AC and Chief Information Officer of the Information Technology Branch (ITB), and Denis Skinner, Deputy Assistant Commissioner (DAC), ITB, working in close collaboration with colleagues across the Agency to deliver on this mandate.
The DCO acknowledged that the ongoing RGS and the Comprehensive Expenditure Review (CER) exercises bring a degree of uncertainty as complex decisions are being made. He assured participants that management remains committed to transparency and will keep employees informed, while respecting confidentiality and strict security protocols. He noted that the specific details of the CER are considered Cabinet confidence, as was the case with the first phase of the RGS and are therefore subject to strict security measures. He reiterated that the CRA is committed to keeping unions informed to the greatest extent possible and to developing mitigation strategies to minimize risks and potential impacts.
The DCO outlined the launch of the 2025 CRA Charitable Campaign, describing it as a reflection of the Agency values. He expressed his gratitude to union partners for their ongoing support of this important initiative.
1. Refocusing Government Spending
The AC, Finance and Administration Branch (FAB) explained that the Agency continues to face significant financial pressures due to the end of temporary funding such as COVID-related programs and government-wide savings initiatives. Since early 2024, the CRA has implemented several measures to adapt to these financial realities, including hiring restrictions, a moratorium on converting term positions to permanent status, and reductions in discretionary spending such as travel, overtime, and consulting contracts.
He noted that while these measures have been beneficial, added actions will be necessary to ensure long-term financial sustainability. He further explained that Phase 2 of the RGS initiative has been cancelled and integrated into a broader Government of Canada expenditure reduction exercise, the CER. Through this process, most federal departments and agencies have been asked to find a 15% reduction in spending by 2028–2029, standing for approximately $700 million annually for the CRA.
The AC, FAB explained that the CRA has developed a CER reduction package designed to minimize the impact on government operations, services to Canadians, and revenue generation. These options have been presented to the Minister for consideration, and a final decision has not yet been received.
He emphasized that specific details about the CER package remain Cabinet confidence and cannot be shared at this time. However, the CRA stays committed to keeping unions informed to the greatest extent possible and to developing strategies that minimize risks and changes on employees.
He concluded by noting that the Agency will continue to operate under fiscal constraints while pursuing efficiency gains through process improvements and greater use of innovative technologies.
The AFS Group’s President thanked management for the update and acknowledged the financial pressures facing the Agency. He emphasized that there are ways to enhance spending efficiency without negatively affecting the Agency’s operations or workforce. He highlighted that the AFS represents over 16,000 employees whose dedication and efficiency contribute to the CRA’s revenue generation.
He outlined that the Agency would gain through the transition to a more robust telework model, which would help reduce infrastructure costs and support government efforts to improve the federal office portfolio amid the current housing crisis.
He added that telework also supports Canada’s environmental goals, as fewer daily commutes lower emissions, relieve pressure on public infrastructure, and align with the Greening Government Strategy. He also stated that telework represents a sustainable choice that advances climate action while maintaining operational effectiveness.
He underscored that job retention and investment in employees are critical to keeping productivity and service quality. The AFS Group’s President cautioned that measures focused solely on numerical reductions risk being counterproductive to staffing, service delivery, and revenue generation. He concluded by reaffirming that investing in people and productivity is essential to sustaining a strong and effective Agency and, by extension, a stronger Canada.
2. Workforce Adjustment
The AC, Human Resources Branch (HRB), emphasized that the Agency has been working closely with union partners to minimize the impacts of workforce adjustment measures on employees.
Numerous information sessions have been delivered to employees across the Agency, complemented by regular updates on InfoZone and the Management Hub to ensure clear and consistent communication.
She highlighted the importance of the Employee Assistance Program (EAP), describing it as a solid and reliable support mechanism to help employees navigate these transitions. She reiterated that collaboration with both unions will continue to be a key priority moving forward, particularly through the National Workforce Adjustment (WFA) Committee, which has already fostered positive and productive discussions. She shared that regional WFA committees have also been set up since May, playing a critical role in supporting employees at the local level.
The British Columbia and Yukon Region AFS Representative sought clarification on management’s reference to “minimizing risks,” noting that auditors generate significant revenue for the Agency and asking what specific measures were being considered to ensure that these critical functions are not compromised.
In response, the AC, FAB indicated that proposals and access to data are part of the ongoing considerations and that efforts are being made to improve efficiency and technology use across programs, though specific financial figures could not be shared at this stage.
The AFS Group’s President expressed concern about the growing anxiety and stress among members resulting from the current environment of fiscal restraint and what he described as mixed messaging from the federal government. He acknowledged the collaborative work between the Agency and the union through the WFA committees.
He noted that the Agency has developed an online tool to support affected members in arranging alternation agreements and that, to date, only a small number of AFS members have been directly affected.
3. Public Service Employee Survey
The AC, HRB presented the results of the 2024 Public Service Employee Survey (PSES). The CRA achieved a participation rate of 56.6%, surpassing the public service average of 50.5%. However, it also represents a 7% decrease in overall participation compared to the PSES 2022 results (63.8%).
While overall employee satisfaction with the Agency decreased by sixteen points since 2022 (to 67%), respondents continue to express relatively elevated levels of satisfaction with their work (74%), feeling valued (67%), and taking pride in their contributions (83%). The most significant declines were seen in areas related to employee well-being, with fewer employees perceiving the workplace as psychologically healthy (down seventeen points to 61%) or believing that the Agency effectively raises awareness about mental health (down fourteen points to 67%). Reported work-related stress increased by five points (to 24%), while perceptions of work-life balance decreased by sixteen points (to 70%).
The results also showed that satisfaction levels were higher during the pandemic period, when remote work was more prevalent (84% in 2022 versus 74% in 2024). Trust and perceived support were also stronger in 2022, by sixteen points.
The AC noted variations in experiences among employee groups. Respondents who self-identified as persons with disabilities reported more negative experiences, particularly on acceptance, inclusion, and perceived value. They also reported higher rates of harassment and discrimination (by 9% and 11%, respectively, compared to Agency-wide averages). Respondents identifying as 2SLGBTQI+ also reported higher levels of discrimination (11% compared to 7% overall). These disparities were identified as areas requiring targeted attention.
On a positive note, 85% of respondents expressed satisfaction with their immediate supervisors, which CRA views as an important foundation for improvement efforts. However, perceptions of senior management have declined, with trust in leadership dropping from 73% in 2022 to 56% in 2024, and confidence in the Agency’s ability to manage change effectively decreasing from 65% to 46%.
She reaffirmed that the Agency’s People-Centred Strategy aims to support both employees and management by fostering a more inclusive, fair, and psychologically safe workplace. This approach emphasizes employee well-being, meaningful recognition, accessibility, and inclusion. She reminded participants that the PSES provides a valuable snapshot of employee sentiment and helps find areas where continued focus and action are needed. Each branch and region will manage analyzing their own results and implementing proper measures, supported by HRB’s tools and data-driven guidance.
The Quebec Region AFS representative referred to the Commissioner’s June 23, 2025, message on the 2024 Public Service Employee Survey (PSES), noting the Agency’s overall participation rate of 56.6%. He emphasized the importance of rebuilding employee trust in senior management and the decision-making process and asked how the Agency intends to achieve these goals.
He recalled that, in previous years, management had disregarded employee feedback on hybrid work arrangements and stressed the need to ensure that survey results are properly understood and meaningfully acted upon. He asked that the Agency communicate how it plans to analyze the findings and address areas of low satisfaction, particularly those related to stress, well-being, and harassment. He also asked how the Agency intends to increase future participation rates.
He concluded by highlighting the need for establishing a PSES Committee to discuss and address employee concerns arising from the survey results.
The AC, HRB acknowledged the union’s concerns and emphasized that trust within the organization is a critical area of focus. She noted that while employee pride in working for the Agency stays high, keeping this sense of pride and purpose requires continued effort, particularly during challenging times.
She reiterated that employees want to contribute meaningfully to the CRA’s mandate, and that management recognizes the need to do better, especially on employee well-being, which has shown signs of decline.
She said that when the Agency sees a decrease in employee trust or satisfaction, it is essential to respond through clear, consistent communication and visible support for employees. She acknowledged that implementing these improvements is not always easy, given the broader context of uncertainty, but emphasized the importance of open dialogue and collaboration in finding solutions.
The AC also expressed concern about the disparities found among equity-deserving groups, particularly for employees with disabilities, who reported lower levels of acceptance and value (18% compared to 7% Agency-wide) in the past year. She stressed the importance of addressing these gaps and working collectively to find and implement effective measures to foster inclusion and belonging across the organization.
The DCO emphasized that the PSES stays a valuable tool for the Agency and that the results are taken very seriously. He underscored the importance of keeping trust, transparency, and clarity in all communications, particularly during times of organizational change.
He recognized that communication challenges related to the CER and the WFA processes have contributed to employee anxiety, noting that there are limits to what can be shared and when, due to confidentiality requirements. He assured participants that management is fully committed to addressing these concerns and will continue to work closely with both unions to find solutions and to strengthen employee confidence in the organization.
The AFS Group’s President acknowledged that the survey response rate was slightly higher this year, though not as significant as in earlier cycles. He expressed that it is not surprising that members are proud of their work and remain committed to contributing meaningfully, even as the Agency faces challenges and potential workforce reductions.
He noted that in the past, action plans were developed following survey results, but it is unclear what actions have been taken recently. He expressed interest in being actively involved in addressing the concerns raised through the Public Service Employee Survey (PSES) to ensure that tangible workplace improvements are made.
4. Duty to Accommodate approach
In response, and in alignment with commitments outlined in the CRA’s Accessibility Plan 2023-2025 and the Agency People Strategy, HRB has introduced several changes designed to streamline and modernize the accommodation process. The goal is to create greater efficiency and effectiveness within core HR services.
A key change highlighted by the DAC was the removal of the mandatory requirement to consult with Human Resources when an accommodation need arises. Under the revised process, supervisors and employees are now empowered to collaborate directly to find reasonable accommodation solutions, thereby reducing the number of required steps and touchpoints.
These changes were previously shared during consultations on the Corporate Policy Instrument on Accommodation and discussed in various forums, including the Well-Being National Advisory Committee (WBNAC).
The AFS Group’s President acknowledged the update and reiterated that AFS supports employees who are directly affected by the accommodation process. He stated that simple accommodation cases should be handled on a timelier basis, as they can be resolved without going to Labour Relations or requiring higher level management approvals. He emphasized that the duty to accommodate is still a fundamental obligation of the employer and noted that, while medical notes were never mandatory and found helpful that the Agency is now clearly stating they are not required in most circumstances.
He expressed that this topic is more important than ever, highlighting the significant impact of prompt and fair accommodation on employee well-being and inclusion. He encouraged the Agency to take concrete actions to ensure that the revised process is applied consistently across branches and regions, and that employees continue to receive the necessary support when seeking accommodations.
5. Article 59 Staffing recourse
The AC, HRB provided context on the evolution of staffing recourse within the Agency. She noted that the last independent comprehensive review of recourse under Article 59 was conducted in 2004, during which staffing was identified as a key area of focus.
Since that time, HRB has undertaken several internal reviews related to staffing recourse, including major policy changes implemented in 2013 and more recent work through the Staffing Redesign Project (SRP) completed in 2024. These initiatives were designed to strengthen fairness, consistency, and efficiency across staffing processes, including those related to recourse.
She highlighted that one of the most notable changes introduced through the SRP was the transfer of responsibility for staffing recourse from hiring managers to the HRB Centres of Expertise (CoEs). This adjustment has helped to clarify roles, reduce perceived bias, enhance transparency, and ensure that the process is both fairer for employees and less administratively burdensome for managers.
Looking ahead, she showed that a new review of staffing recourse procedures is planned as part of a broader staffing policy review expected in 2027. In the meantime, ongoing collaboration continues through joint HRB–union Staffing Projects and Activities (SPA) meetings, where trends such as non-advertised appointment recourse are reviewed and monitored.
The AC concluded by reaffirming that HRB stays open to feedback and suggestions on issues or themes that could be explored in preparation for the upcoming review.
The VP, AFS Group, raised concerns about compliance with the Article 59 of the CRA Act, which provides for the periodic assessment of staffing recourse management within the Agency. He noted that this matter has been brought forward in earlier NUMCC meetings and reiterated the union’s position that there appears to have been no independent review since the comprehensive review conducted in 2004.
The AFS Group’s VP said that, to the union’s knowledge, only one independent review has been conducted to date, and that no specific time limit has been set up for later reviews. He further recalled that during past discussions, the Agency had shown it was awaiting the rollout of new staffing procedures and an internal review before starting another formal assessment.
He mentioned that the barriers, that the Agency previously listed to completing the external review, have been removed. As such, the AFS group is expecting the Agency to comply with the Article 59 without further delay.
The AC, HRB confirmed that the Agency’s intention is to comply with the Article 59 of the CRA Act, and that staffing recourse remains an especially essential element of human resources governance, noting that discussions on this topic may continue through separate conversations or upcoming SPA meetings, where the approach to conducting the independent assessment can be further discussed.
The AFS Group’s President acknowledged the response and emphasized the importance of ensuring compliance and follow-through. While recognizing the challenges involved at the current time, he underscored the Union’s expectation that the Agency develop a clear plan to move forward on this commitment.
6. Artificial Intelligence (AI) at the CRA
The Director General (DG), Research and Innovation Lab directorate (RILD), Service, Innovation, and Integration Branch (SIIB), provided an update on the Agency’s ongoing work to enhance service delivery through the strategic use of AI.
She explained that, in August 2025, the Minister of Finance and National Revenue tasked the CRA with implementing a 100-Day Service Improvement Plan aimed at strengthening services, improving access, and reducing delays. This initiative supports the Prime Minister’s mandate to strategically deploy AI to improve outcomes for Canadians.
Since the launch of the plan, the Agency has advanced several key AI-related initiatives:
· The Generative AI Chatbot Beta, launched in March 2025, provides plain-language responses to public inquiries on Canada.ca. The chatbot currently covers approximately 6,000 pages, with an expansion to 14,000 pages underway to broaden accessibility.
· The Agency’s secure AI platform, Genni, has been deployed within the Service Feedback Program to summarize complaints, find recurring issues, and draft correspondence, resulting in efficiency gains of up to 30 minutes per file.
· Genni is also being assessed in Contact Centres to help agents in retrieving correct information more quickly using Retrieval Augmented Generation (RAG) technology.
The DG noted that the AI Strategy and Implementation Plan have been endorsed by the Board of Management and will be published externally to show the Agency’s commitment to the responsible, transparent, and fair use of AI. Human-resources considerations stay central, with emphasis on enabling employees to use AI tools responsibly and effectively. Updated Standards on the Use of Generative AI, co-developed with the AFS Group, are expected to be completed by the end of Q3 to offer clearer guidance for employees.
In parallel, Microsoft Copilot and Genni are now available to CRA employees for unprotected and Protected B information, respectively. To date, over 13,000 employees have completed GenAI training, and more than 11,000 are active users. The internal AI Hub continues to serve as a central resource, having recorded over 200,000 visits from 14,000 unique users.
She concluded by reaffirming the CRA’s commitment to fostering a culture of responsible AI use and innovation. Employee feedback is actively informing AI literacy efforts, governance enhancements, and training design. The Agency also recognizes the importance of job security, fairness, and privacy principles strongly emphasized by PIPSC and PSAC, and views automation to enhance efficiency, reduce repetitive tasks, and refocus employee efforts toward higher-value work that ultimately strengthens public trust in Canada’s tax system.
The AFS Group’s President expressed the union’s primary concern about the potential for AI to be used to replace members of the workforce. He emphasized that this stays a critical issue for the union and that it will continue to be closely monitored in the coming year. He noted that the Collective Agreement renewal next year will include proposals related to the technical change provisions, ensuring that protections are in place for employees potentially affected by AI deployment.
He further indicated that the union will be providing formal feedback on the draft AI documents and related guidance, including the Agency’s AI Strategy and Implementation Plan. He also noted that there are several added questions and concerns that the AFS Group intends to raise following this meeting, to ensure transparency and to continue dialogue on the impact of AI on the workforce. He acknowledged that many detailed questions could not be addressed during the meeting and requested follow-up discussions with management on the implementation and use of AI.
The British Columbia and Yukon Region AFS Representative sought clarification about the implementation of the Genni, AI, and Copilot tools, noting that these initiatives appear to be advancing in three stages of deployment.
He raised questions about the measures taken to ensure data protection, specifically emphasizing the importance of ensuring that servers are in Canada, that all tools run under an Agency contract, and that the CRA’s Information Technology Branch handles supporting the platform.
He underlined that, given the CRA’s role as a taxpayer-facing organization, robust privacy and security safeguards are critical, and asked what technical and contractual protections are currently in place.
In response, the DG, RILD, SIIB provided reassurance that Genni is a CRA-developed platform and not the same tool hosted in London or any external jurisdiction. She confirmed that the tool was designed and implemented within the CRA environment, operating under Agency oversight and governance, and that data protection and sovereignty requirements are fully respected.
7. Digital Services Update
The AC, ABSB provided an update on the Agency’s ongoing efforts to modernize and improve service delivery through Robotic Process Automation (RPA) and Generative AI (GenAI) initiatives.
She explained that the RPA team continues to collaborate across the Agency to implement automated processes that have a positive impact on employee satisfaction and improve service to Canadians. Since the first proof of concept, the goal has been to “take the robot out of the employee”- freeing staff from repetitive administrative tasks and enabling them to focus on more meaningful and value-added work.
To date, most RPA solutions have supported processes within the Service, Policy, and Support (SPS) group. While none of the current automations directly affect AFS members, she reiterated that HRB stays open to exploring opportunities for collaboration where there is interest.
Since the start of the 2025–2026 fiscal year, six new RPA processes have been implemented, in addition to several enhancements to existing automations. Further deployments are planned in the coming months across multiple branches, including ABSB, CVB, FAB, Appeals, and SIIB.
The AC highlighted that RPA contributes directly to several initiatives under the CRA’s 100-Day Service Improvement Plan, with teams supporting branches that rely on automation tools to meet their targets. The RPA team in ABSB serves as the CRA’s Centre of Expertise and is currently piloting a federated governance model with the CVB. This model transfers knowledge to set up a small RPA hub within CVB, expanding their role in automation while keeping consistent standards and governance.
If the pilot proves successful, the Agency may extend the approach to other branches, creating new opportunities for employees to develop skills in automation and to address emerging business needs. She emphasized that no decisions have been made beyond the current pilot, and that the Agency stays committed to open dialogue and a thoughtful approach that balances innovation, transparency, and employee support.
She also provided an update on the GenAI Chatbot Beta, a key part of the CRA’s digital modernization. Since its launch in March 2025, the chatbot has responded to over 1.73 million questions from Canadians on a wide range of topics. Engagement has been strong, with hundreds of thousands of interactions each month.
In line with the 100-Day Service Improvement Plan, the CRA is expanding the chatbot’s coverage to include business, trust, and “Represent a client” services, and to make it available across additional CRA web pages to better meet the needs of Canadians seeking timely and reliable information.
The AC noted that employee learning and adaptation remain key priorities. Learning materials and resources are being developed to help staff understand how the GenAI Chatbot functions and how it can support their roles, reinforcing the Agency’s commitment to equipping employees to adapt and thrive in a modernized work environment.
She concluded by saying that the GenAI Chatbot Beta stands for a significant step forward in delivering efficient, accessible, and user-friendly digital services, and that the Agency stays committed to continuous improvement and to supporting both employees and Canadians as these technologies evolve.
8. Union Management Approach
The AC, HRB opened the discussion by acknowledging the renewed engagement of both unions in the Union-Management Approach (UMA) and thanking them for their continued commitment to open dialogue and collaborative problem-solving.
She noted that the National Union-Management Approach Committee (NUMAC), including management, AFS, and UTE representatives, met on September 22, 2025, marking its first meeting since the resumption of the UMA103 workshop in 2024. During this meeting, participants reviewed progress on UMA103 delivery, discussed challenges affecting completion rates, and explored ways to strengthen coordination both nationally and regionally.
As previously discussed with the AFS Group’s President, the committee also examined options to further engage senior management in UMA training, including the possibility of hosting a dedicated UMA session during a future NUMCC meeting or encouraging senior leaders to attend sessions with their natural groups.
The AC emphasized that having senior management take part alongside union executives in UMA103 workshops is a key element of the approach, as it reinforces credibility and strengthens relationships. Further discussions will continue within the NUMAC to decide the best approach moving forward.
In terms of statistics, as of September 3, 2025, the Agency-wide completion rate for UMA103 stood at 53% (3,106 out of 5,851 managers). Of the managers who have not yet taken the workshop, 56% assumed their management position after 2020, a factor that partially explains the lower completion rate. She noted that the workshop was offered only intermittently during the COVID-19 period, and that the temporary pause in 2024, along with planning and scheduling challenges, have also contributed to current delays. The Agency recognizes that further collaboration is needed to improve access and delivery.
The AC highlighted that, in October 2025, the Union-Management Relations team issued a reminder to all UMA coordinators to encourage course completion as part of a new quarterly initiative. Information will also be published on InfoZone and the Management Hub to promote awareness and support ongoing participation.
She concluded by reiterating management’s commitment to continue strengthening collaboration through the UMA, emphasizing that the approach stays essential for building trust, improving communication, and overcoming barriers together to support the delivery of added sessions and advance a culture of collaborative leadership across the Agency.
The Quebec Region AFS Representative raised concerns about the availability of resources and travel budgets to deliver the UMA103 workshop in person, particularly in the current context of budgetary restrictions. He emphasized the importance of providing sufficient funding to allow managers and facilitators to take part in face-to-face sessions, noting that in-person delivery supports stronger engagement and collaboration.
In response, the AC, FAB clarified that the UMA103 workshop is considered a discretionary expense and may be delivered virtually or partially in person, depending on available resources.
The AFS Group’s President noted that concerns exist at the local level but expressed appreciation for the continued dialogue. He reiterated the Union’s commitment to working collaboratively with management to ensure the success of the UMA program and to keep momentum toward shared goals.
Closing remarks
The AFS Group’s President thanked all participants for their time and engagement in the day’s discussions. He reaffirmed that workforce adjustment stays the union’s main concern, particularly as the Agency continues to navigate ongoing organizational changes.
He noted that, as the Collective Agreement is nearing expiry, the union’s focus will also turn toward upcoming bargaining discussions, where key issues such as telework, through presence with purpose, and fair compensation respecting professional qualifications and maintaining purchasing power for AFS members. He urged the Agency’s leaders to demonstrate leadership and to reconsider their past decisions to increase in office presence with all its negative impacts.
He expressed appreciation to the union-management relations team and their ongoing work to ensure that both management and union representatives address daily workplace matters.
The AFS Group’s President concluded by saying that the AFS Group stays open to continued discussions and committed to keeping open communication as both parties work together toward common goals.
The DCO thanked all participants for their active engagement and valuable contributions throughout the meeting, with a special acknowledgment to the AFS Group’s President for his leadership in guiding the discussion.
He emphasized the importance of continuing to engage early on key issues and of keeping open and transparent lines of communication between management and the unions. He also reaffirmed the Agency’s commitment to sharing information whenever possible and to ensuring ongoing collaboration through these established consultation mechanisms.
The DCO concluded by noting that the next NUMCC meeting will take place in April 2026 and encouraged everyone to take diligent care of themselves in the meantime.
|
Jean-François Fortin Deputy Commissioner Canada Revenue Agency
|
Doug Mason President Audit, Financial and Scientific Group Professional Institute of the Public Service of Canada |
|
|
Date: February 12, 2026 |
Date: February 20, 2026 |