MINUTES OF THE NATIONAL UNION-MANAGEMENT CONSULTATION COMMITTEE

(NUMCC) MEETING BETWEEN THE CANADA REVENUE AGENCY (CRA) AND

THE AUDIT, FINANCIAL AND SCIENTIFIC (AFS) GROUP

April 15, 2025 

 

 

Opening Remarks

The Commissioner, Bob Hamilton, welcomed all participants and acknowledged that the land on which the committee met is the traditional, unceded territory of the Algonquin Anishinaabeg People. He emphasized the importance of reaffirming our commitment and responsibility to strengthening nation-to-nation relationships and deepening our understanding of local Indigenous peoples and their cultures.

He expressed his gratitude to the former Minister, the Honourable Marie-Claude Bibeau, for her leadership and dedication to the CRA since 2023 and conveyed his enthusiasm in welcoming the new Minister of Veterans Affairs and Minister responsible for the Canada Revenue Agency, the Honourable Élisabeth Brière.

The Commissioner addressed the current period of uncertainty as the Agency navigates the refocusing government spending exercise. He underscored the importance of maintaining a strong and effective workforce through these changes. He also outlined the challenges posed by fraud and privacy breaches during and after the pandemic, and the steps the Agency has taken to mitigate these risks effectively.

He celebrated the success of the 2024 CRA Charitable Campaign, thanking everyone who contributed to its achievement.

Finally, he expressed his appreciation to the CRA employees for their hard work and continued dedication during the tax season, as well as for their ongoing excellence throughout the year.

Doug Mason, President of the Audit, Financial and Scientific (AFS) Group, outlined that the land acknowledgement is important to reaffirm the commitment and responsibility in improving relationships between nations and to improving the understanding of local Indigenous peoples and their cultures.

He also noted that the annual AFS elections are underway and that successful candidates will then begin their three-year terms on July 1^st, 2025.

He was disappointed to report that the workplace climate has declined significantly since the October 22, 2024, NUMCC meeting, due to the imposition of several cost reduction measures, including the early layoff of terms, and the threatened elimination of indeterminate positions. The Union is ready to discuss cost reduction measures during the meeting and beyond.

 

He reaffirmed AFS’s continued commitment to meaningful consultation with the Agency on important matters.

The AFS President expressed his desire to dedicate more time to informal discussions during national consultation meetings, believing they are more effective in fostering mutual understanding between the union and management than the reading of pre-written statements.

1. Refocusing Government Spending (RGS)

 

The AFS Group previously proposed that the CRA recognizes the service time that term employees are completing during the RGS phase one, even if automatic conversions are temporarily halted. AFS requested an update on the anticipated RGS actions that will be impacting their members.

 

The AFS President shared that the union is aware of the cost cutting measures taken by the Agency:

 

• The suspension of the automatic 3-year term to permanent conversion policy.
• Professional services and travel cuts.
• With some exceptions, the suspension of several staffing functions including:
  • external hiring of permanent employees.
  • permanent promotions.
  • term appointments for non-critical workloads.
  • student appointments and the bridging of students.
  • incoming Interchange agreements.
• Reviewing all terms and the laying off non-critical term employees.
• A freeze on non-critical overtime.
• The scheduling of vacation and compensatory leave to eliminate cash outs.

 

While he recognizes that AFS has been advised that these measures have resulted in significant cost savings, he believes that the messages sent by the Commissioner and other managers have caused significant concerns to their members regarding their continued employment by the Agency.

 

He reiterated that AFS Group’s role is to work with management to ensure that their members receive all the benefits and protections they are entitled to under the Workforce Adjustment (WFA) clause of the AFS collective agreement.

 

He shared that both management and the AFS group have restarted the National WFA Committee to maximize continued employment opportunities for indeterminate employees affected by WFA situations. He was looking forward to signing the Terms of Reference (TOR) at their next National WFA Committee meeting scheduled for April 16, 2025. At that same meeting, he mentioned that AFS was planning to discuss the Voluntary Departure Program and Alternation, Employment Equity and Official Languages.

 

He also shared his intent to discuss the roles of regional, local and branch WFA committees. He stated that local WFA committees have a critical support role to play, even if their involvement in Human Resources decisions are less than in prior periods of workforce adjustment. He stressed that it is critical that stewards be present to support the AFS members when receiving WFA notifications, whether this notification take place in person or virtually.

 

He shared that AFS members are currently working at capacity, workloads are already high, and fatigue is being experienced. He stated that AFS members will not be able to safely take on the work of those who may be released. He added that it is managements’ responsibility to manage the work priorities and workloads of AFS members. AFS members are already noticing the impacts of the term cuts in desk side support.

 

He reiterated AFS’ commitment to working with management to ensure that the Agency follows a People First approach in its dealings with AFS members.

 

The Commissioner shared that the CRA is pleased with the AFS’s commitment to working constructively on matters that impact employees. He noted that efforts are still underway to identify efficiencies using technology and streamlined processes, with the goal of limiting negative impacts on employees.

 

The Assistant Commissioner (AC), Financial Administration Branch (FAB) recalled how the focus of the 2023 RGS exercise was to find efficiencies while minimizing impacts on services to Canadians, on revenue generating objectives, and on our employees. As such, he reminded everyone that the CRA has met the phase one RGS savings target ($154.8M at maturity). To do this, both reduction in general efficiencies and natural attrition were exhausted.

 

He mentioned that operational savings began to materialize in fiscal year 2024-2025 and will fully increase by 2026-2027. He added that reductions in the areas of professional services and travel took effect in 2023-2024 as presented in the Supplementary Estimates B and have fully ramped up. As the CRA continues to implement the first phase of RGS reductions, he assured that branches and regions will continue to communicate on impacts.

 

The AC, Human Resources Branch (HRB), recalled that the CRA took a phased-approach whereby workforce adjustment (WFA) exercises would be conducted on a yearly basis and over a period of three years, as required.

 

She mentioned that further reduction in the workforce size is anticipated for the next fiscal years. As always, CRA is committed to taking the necessary time to thoroughly identify impacts on employees before carefully implementing measures.

 

She explained that workforce adjustments are complex decisions and how important it is to deliver timely and empathetic communication. She stated that unfortunately, these tough decisions must be taken for the Agency’s long term financial health.

 

On March 11, 2025, HRB met with AFS to review the WFA Committee Terms of Reference (ToR) to strengthen the WFA governance structure and the union-management partnership. The objective was to ensure productive consultations on efficient approaches and strategies to manage the impacts on employees in response to the Agency’s financial constraints.

 

She outlined the opportunity for both management and AFS to strengthen their joint efforts to support employees through WFA, including taking a systematic approach across the Agency.

 

The AC, FAB reminded that the 2024 budget announced that the government will seek to achieve reductions primarily through natural attrition in the federal public service. Starting April 1, 2025, federal public service organizations will be required to cover a portion of increased operating costs through existing resources.

 

He shared that the Treasury Board Secretariat (TBS) confirmed the Agency’s reduction target in late October 2024. The CRA submitted a proposal to achieve second phase requirements of the RGS for Treasury Board Ministers’ consideration. Despite the directives provided in Budget 2024, the CRA will be unable to achieve these reduction targets through natural attrition and general efficiencies.

 

He stated that specific details (i.e., targets) are considered Cabinet Confidence, as it was the case with last year’s exercise, and therefore, they are subject to strict security measures. The CRA remains committed to keeping the unions informed whenever possible.

 

2. Security Services Update

The AC, Security Branch (SB), provided an update on the TBS new directive on Security Screening, and the laptop storage project.

He shared that the new directive on Security Screening became effective on January 6, 2025, with a two-year grace period to give departments until January 2027 to be fully compliant. He said that security Screening is one of the fundamental security controls, and it is the key tool used to protect against insider risks. He mentioned that there has been an increase in insider risks observed across the Government during the past few years and stated that the new directive responds to that development.

He shared that the directive introduces a simplified security screening model with Reliability, Secret, and Top-Secret levels, each with an “enhanced” option.

The advantage of this simplified approach is twofold:

First, the SB will no longer be granting two security screening levels to one individual.

Under the former model, there were instances where SB granted Enhanced Reliability Status (ERS) with a Secret Clearance to one individual. Under the new model, the SB will be granting just one “Enhanced Secret” clearance. This will not directly translate into an immediate improvement in the processing time of security screening for employees, but it will be more streamlined. He then affirmed that improved interoperability across the departments will be one of the long-term benefits under this new model.

Secondly, the new directive introduces mid-cycle validations, as opposed to relying on a point-in-time check. That means that when an enhanced status or clearance is good for a set period – i.e. 10 years, depending on the clearance. At the five-year mark, or mid-cycle of the period of validity, the SB will then need to complete a series of checks, including a criminal record check, financial inquiry, and internet inquiry.

The new directive also requires the SB to review the security profile of all positions every five years to see if the security classification is appropriate, which could result in an upgrade or downgrade of the position’s security status.

In addition, Top Secret clearance holders are now required to be Canadian citizens. Only a small subset of CRA employees holds a Top-Secret clearance and the SB esteems that all are Canadian citizens. Currently, the SB foresees no impacts due to this change; however, the branch is collaborating with partners in HRB to address impacts to future staffing processes requiring Canadian citizenship.

The AC named the challenges the Agency faces in relation with the new directive. For one, the new directive increases the requirements that existing employees must fulfill to achieve compliance. Therefore, while the Agency observes a decreasing trend in the hiring of new candidates following the pandemic surge, which might suggest that fewer resources for security screening are required, the fact is that those resources are needed to comply with the new directive.

He reiterated that the directive also requires the Agency to review the security profile of all positions every five years. He shared that the outcomes of this cyclical review may affect some of the AFS group members if their position’s clearance level is adjusted, whether requiring a higher or lower security status.

He mentioned that his branch is currently working toward an implementation plan to prioritize the changes to the security screening workload that aims for a seamless and efficient experience for employees and new hires.

Lastly, he shared an update on the laptop storage initiative, noting that with the new flexible and unassigned workspace model, employees no longer use the same desk every day. This shift raised concerns about potential damage, theft, loss, or misplacement of laptops if left unsecured.

To assess these risks, the SB launched a pilot project involving employees from SB located in HQ and four sites in the Ontario region. At the end of the pilot, participants received a feedback questionnaire. The results were analyzed and summarized in a report. Notably, no security incidents or issues were reported during the pilot. The pilot was successfully completed without any security issues. In fact, most participants expressed a strong preference for the option to leave their laptop overnight. Based on these results and considering that laptops were left in plain view on assigned desks before the pandemic, the SB determined that the risk of leaving them unsecured overnight is low.

Therefore, in consultation with stakeholders from HRB and ITB, the SB decided to allow employees to store their laptops unsecured overnight. This new measure came into effect on April 1, 2025, with branches and regions implementing it in ways that best suit their specific workplaces. Corporate Policy Instruments and InfoZone were updated to reflect the innovative approach.

The SB also had the opportunity to discuss the pilot and its findings at the Branch Union-Management meeting in January 2025. The proposal was well received by members, and the SB appreciated the support, as this was noted as a positive step towards improving the hybrid work experience.

The AFS President thanked the AC for the update and stated that he would follow up if any concerns arise regarding the revised policy on screening and laptop storage. He expressed pride in what the Agency has accomplished in cybersecurity.

He also noted that the Union is pleased with the new policy allowing employees to leave their laptops overnight when assigned to the same office for consecutive days. He expressed hope that this measure will help address the health and safety concerns previously raised by members who were required to carry their laptops daily.

 

3. Update on Artificial Intelligence (AI) at the CRA

 

The AC, Service, Innovation, and Integration Branch (SIIB) provided an update on Artificial Intelligence (AI) at the CRA. He stated that the Agency is transitioning from its AI Enablement Plan to a comprehensive AI Strategy, which offers a long-term, structured approach to integrating AI across the organization. This strategy aims to ensure alignment with the CRA’s strategic priorities while maximizing the value that AI can deliver.

 

Unlike an annual enablement plan, the AI Strategy establishes a sharp vision and roadmap for AI adoption over the next three years, providing consistency and direction. He shared that the strategy is built around four key objectives:

• Prioritizing AI through data-driven decision-making.
• Integrating and scaling AI for efficiency while ensuring responsible AI practices.
• Establishing secure and scalable infrastructure to support AI deployment; and
• Empowering employees to effectively use AI tools in their work.

Through these objectives, the AI Strategy will enable more informed decision-making, enhance operational efficiency, and create a foundation for sustainable AI innovation.

 

To turn this strategy into action, the SIIB has developed an AI Implementation Plan, which outlines prioritized projects that align with the four key areas of focus:

• Service
• Fraud (Identity and Cybersecurity)
• Tax Debt
• Tax Compliance

The Plan also highlights timelines and key milestones necessary to achieve the strategic goals. This Plan will provide a structured approach to deploying AI solutions, addressing infrastructure needs, scaling successful AI initiatives, and equipping employees with the right skills and tools.

 

A key focus of the strategy is fostering a culture where AI is embraced as an enabler, helping employees make more informed decisions, streamlining processes, and unlocking new opportunities for innovation. By creating an environment where AI is used to enhance rather than replace work, CRA is empowering employees to shift their efforts toward higher-value tasks that require human intelligence, such as providing a more empathetic service to Canadians.

 

This evolution in mindset and technical capability will position the CRA to fully leverage AI’s potential while maintaining transparency, security, and accountability. The AI Strategy and Implementation Plan together ensure that AI adoption is practical, sustainable, and beneficial to both employees and the organization.

 

As part of the broader AI Strategy, SIIB is taking important steps to make online generative AI tools more accessible to employees, ensuring that they have the right support to integrate these tools into their work safely and effectively. By Q3 of 2025-26, the CRA will phase out controlled access, allowing employees to freely explore and use these tools in ways that enhance their productivity and efficiency.

 

The AC outlined the comments made by the AFS group on the Guidelines for Employee Use of Online Generative AI and recognised the concerns around employee liability, security, and privacy. Implementing this technology will require redefining and enhancing skill sets, like when computers were introduced in the workplace.

 

That is why the SIIB is prioritizing comprehensive training, firsthand learning, and clear guidance to ensure that employees understand the opportunities and feel comfortable with the responsibilities that come with these tools. The AI Implementation Plan will serve as a roadmap, outlining the steps CRA is taking to integrate AI responsibly, scaling its use effectively, and providing the necessary infrastructure and safeguards to support employees.

 

The AC found especially important to note that this shift is not about replacing the critical thinking and expertise employees bring to their roles. Rather, he insisted that it is about equipping them with resources that complement their skills and help them work more effectively and efficiently.

 

By removing controlled access, the Agency is giving employees the flexibility to incorporate AI into their day-to-day tasks in ways that make sense for their work. Whether it is drafting content, summarizing information, or supporting analytical work, AI can help automate time-consuming processes, allowing employees to focus on higher-value tasks that require human insight and expertise. He also shared that this shift would encourage a culture of innovation, where employees can safely experiment, provide feedback, and help shape how AI is used in the organization.

 

The AC reiterated his commitment to rolling this out in a way that is thoughtful, transparent, and supportive of employees. Safeguards and responsible AI guidelines remain in place to ensure AI use aligns with the organization’s values and standards. The CRA wants its employees to feel empowered, not concerned or overwhelmed, about this transition. AI is a tool that should collaborate with them and for them.

 

The goal is to create an environment where AI is an enabler of success, one that supports employees in delivering high-quality work while making their jobs easier and more dynamic.

This is about giving employees the tools they need to succeed in the rapidly evolving workplace. By expanding access, the CRA is giving employees the opportunity to work smarter not harder, while maintaining their role as experts in their field.

 

The AC provided an update regarding Microsoft Copilot, highlighting its goal of empowering employees to redirect their efforts toward higher-value tasks. He noted that access controls for online generative AI tools, including ChatGPT, had already been implemented a year ago. Since Copilot is not classified as Protected B, employees will not need to seek special authorization to use it, similar to the existing approach for generative AI tools with respect to Protected B information.

 

The AC of the Digital Transformation Program Branch (DTPB) provided a status update on GENNI, a new internal generative AI tool designed to assist employees with summarizing complex documents, drafting initial emails, and creating briefing notes. GENNI is positioned as a productivity tool to complement and collaborate with employees.

 

GENNI will be distributed to approximately 1,000 employees by April 18, 2025. A broader demonstration of the tool will be offered in the coming weeks. GENNI is built on a Microsoft-based platform and has been installed within the Agency’s secure firewall. This mirrors private sector practices, allowing greater control over the tool’s data access and functionality. Unlike other AI tools, GENNI is not intended for coding purposes, as this presents additional risks. The Agency has implemented restrictions to address known vulnerabilities associated with general AI usage.

 

The AI tool does not currently access taxpayer information or internal systems related to sensitive data. Its initial use involves information classified as Protected B. The broader strategy is risk-averse and aligned with regulatory compliance.

 

The BC Yukon Region AFS Representative raised concerns regarding the potential use of AI for analyzing large datasets to identify fraud or systemic issues. Management clarified that current AI tools, including GENNI, are not connected to taxpayer information systems.

 

He stressed the importance of understanding the sources of AI training data, whether the tools are custom-built or based on third-party solutions. He further expressed concerns about the potential risk of "teaching" systems that could subsequently disseminate internally developed insights outside the organization.

 

Management confirmed that the tools currently in use are third-party solutions, not developed internally. They also indicated that the adoption of GENNI includes safeguards designed to prevent the unintended disclosure or use of sensitive data.

 

The AC recognized the existing tension between accelerating AI integration and maintaining appropriate governance and risk management frameworks. He emphasized the importance of proceeding with caution and deliberate planning. He acknowledged the need for cautious, deliberate progress.

 

4. Update on the Hybrid Model of Work

 

The Deputy AC (DAC), HRB shared that the AC, HRB and the AFS group’s President signed the Terms of Reference for the CRA and PIPSC-AFS Joint Union-Management Review Panel on Virtual Work Arrangements (VWA) on October 22, 2024.

 

Since then, both teams have collaborated on tools and a joint message for employees. Unfortunately, the Panel’s first meeting scheduled for March 25, 2025, was cancelled, and he noted that the Panel was scheduled to meet again on April 22, 2025, to continue its work of examining grievances relating to employee dissatisfaction with the application of the Directive on VWA and the Requirement for Onsite Presence at the CRA.

 

He then shared that a proposed approach has been approved at the Agency Management Committee on December 11, 2024, regarding personal storage at the CRA. The recommendation is to repurpose existing personal storage units already available at most sites, allowing employees to store personal items overnight at their work location should they wish to do so.

 

Immediately following this decision, HRB advised the unions, and a message was posted on the CRA’s management Hub. Since January 2025, and depending on local realities and challenges, branches and local regional offices may have started developing and communicating site-specific strategies to offer employees personal storage options for overnight use and enhance their workplace on-site experience.

 

National communication focusing on best practices and workplace etiquette around the use of storage solutions will be released on InfoZone in the Spring. To further inform the strategy, FAB (Real Property) will continue the analysis of post-pilot surveys while branches and local offices are to monitor storage utilisation at pilot sites.

 

The AFS President expressed his hope that the VWA Panel will fulfill its mandate to address management decisions that have led to an increased on-site presence. While the VWA acknowledged that significant changes have been made, the AFS will continue to raise employee concerns regarding issues such as:

 

• Unsafe office locations.
• Insufficient desk, office, meeting room, and training facility space.
• Inadequate cleaning of workspaces and requiring professional employees to perform cleaning duties.
• Commuting to offices to attend virtual training in unsuitable noisy conditions. He noted that training is expensive; critical to employee productivity; and should not be compromised.
• Inadequate availability of quiet spaces for sensitive discussions.
• Unnecessary commuting to offices when better workspace exists in home locations.
• Employees hired during the pandemic, now having to commute long distances to work in an office that they were never supposed to work in.
• Excessive monitoring of in office time while time allotted to employee training and development is reduced.

 

He stated that the Letter of Agreement on VWA, from AFS’ most recent round of collective bargaining, also called for the establishment of a joint consultation committee on VWA. Unfortunately, he found that the work of this joint consultation committee concluded without any significant changes being made by management to its Work Arrangement Agreement Directive or its Return to Onsite Office Presence mandate.

 

He stated that, despite the failure of the VWA joint consultation committee to achieve any meaningful results, AFS have continued to bring their members’ concerns to management about its restrictive hybrid model of work.

 

He called upon the Agency to reconsider its abandonment of its Journey to Hybrid project. The AFS Group believes that hybrid work decisions must be made based on facts and evidence, not politics. He stressed that employees should perform work from locations that are productive; healthy; cost effective; and minimize environmental damage.

 

The Commissioner acknowledged that the work landscape continues to evolve. While some challenges have been resolved, external factors continue to shape what is feasible. Although significant work remains, there has been a notable decline in the volume of complaints. He noted that meaningful progress has been achieved, and additional long-term changes are anticipated. He outlined that the overarching goal remains to reach the right balance for the organization and its people.

 

5. Update on the Memorandum of Appendix N - Understanding with Respect to Flexible Working Arrangements

 

The Director General (DG), Workplace Relations and Compensation Directorate (WRCD) HRB, shared that the national implementation of Flexible Work Arrangements for employees represented by the PIPSC-AFS Group was to be staggered between the regions with tentative dates of October 2024 for the Atlantic Region, January 2025 for the Western Region and March 2025 for the Headquarters and Ontario Regions.

 

She was pleased to announce that national implementation, excluding the Quebec Region, was fully completed as of March 24, 2025. She also shared that as of March 27, 2025, 306 out of the 15,791 eligible employees in the other regions and branches were enrolled as users, and 240 supervisors were enrolled as validators.

 

Flexible work arrangements using the Flex system is a completely new concept for employees outside of the Quebec Region. As a result, enrollment numbers have been low so far, however, the HRB expects that as more employees share their experience on Flex with their colleagues, more employees will want to participate.

 

The HRB has and will continue to provide the union with monthly updates regarding enrollment numbers and the next steps regarding the national support structure.

 

The AFS Group’s President expressed satisfaction with the rollout of the Flex System across Canada, noting its decades-long success in Quebec. He emphasized that Flex program is voluntary and should not be imposed on employees.

 

He raised concerns about the lack of support from management, specifically the refusal to provide learning sessions, which has led to difficulties for members attempting to use the system. He called for awareness training to ensure members can fully benefit from the program. He also praised the Flex System, highlighting its excellent options and encouraging members to explore them.

 

The DG WRCD confirmed that information and resources had been made available on InfoZone and expressed a willingness to provide additional guidance as required, and to coordinate the conversation offline to confirm what information gaps may be occurring.

 

Commitment: The DG WRCD expressed a willingness to provide additional guidance as required, and to coordinate the conversation offline to confirm what information gaps may be occurring.

 

6. Classification Reform

 

The AFS Group President was looking forward to receiving updates regarding the Classification Reform. He shared AFS Group’s concerns that management is not proceeding with the classification reform as outlined in the Collective Agreement.

 

He stated that this work was intended to address the findings of the NUMCC Sub-Committee on Classification report dated October 2019, which includes ensuring classification standards for positions represented by the AFS Group comply with the Canadian Human Rights Act. He further stated that the employer is aware of this obligation, and any pause or delay in this review constitutes a violation of the Collective Agreement.

 

The AC of HRB reaffirmed her commitment to the classification discussions raised during the NUMCC meeting held on October 22, 2024, as outlined in Appendix M of the collective agreement.

 

Following the last meeting, she requested that the Organizational Design and Classification Division (ODCD) explore different classification options for the AFS group. She also shared that the Information Technology Branch (ITB) and the HRB recently met to discuss certain elements related to the classification.

 

She stated that HRB is committed to developing a phased approach and critical path, in collaboration with ITB, to determine which elements of classification will be prioritized over the next year. An additional update will be provided at the next NUMCC meeting.

The AFS President stated that the modernization of AFS CS classification can be completed with minimal risks and that no major changes are anticipated at this stage.

The NCR-IT Region AFS Representative shared his discontent by stating that the CRA has no difficulty creating new classifications when it is in its own best interest. The issue arises when the focus is on fixing outdated materials rather than investing in comprehensive reviews. He further stressed the need to ensure that the efforts also serve the needs of their members.

The Commissioner confirmed the Agency’s intention to make progress and return to the table with meaningful updates.

 

Commitment: The AC of HRB committed to developing a phased approach and critical path, in collaboration with ITB, to determine which elements of classification will be prioritized over the next year. She will also provide an update to AFS at the next NUMCC meeting.

 

7. Implementation of the Pay Equity Act (PEA)

 

The AC, HRB shared that The Pay Equity Committee is continuously collaborating with an external firm on reviewing preliminary job evaluation results, the factors in the draft job evaluation tool and the weighting of each factor, to ensure accurate results are achieved. The review is lengthy but is critical for the continuity of the Agency’s approach. She is grateful for the members’ commitment to ensure the success of the Committee's work.

 

The Agency continues collaborating with the Treasury Board Secretariat and Public Services and Procurement Canada on a common approach for requesting the funds, as well as determining the best way to process pay equity payments within the current pay system.

 

She shared the following critical milestones for the implementation of the PEA:

• Evaluation of value of work (including tool development, tailoring, and testing) started in June 2024 and are on track for completion by September 2025.
• Wage gap assessment, from September 2025 to November 2025.
• Drafting and posting of the Pay Equity Plan, from June 2026 to August 2026.
• The payments due under the PEA are slated to begin in September 2026.

The AFS Group President expressed hope that the new deadline will be met, and emphasized the importance that the Agency provides equal pay for employees working in predominantly female job classes.

 

Closing Remarks

 

The Commissioner expressed his gratitude to all participants and noted his appreciation for the valuable exchanges that took place. While acknowledging that much of the work occurs between meetings, he emphasized the ongoing value of coming together to address key issues. He expressed appreciation for the respectful tone maintained during discussions of sensitive topics and noted that these conversations will continue in the months ahead.

 

He shared that the next meeting is scheduled for October 21, 2025, and reiterated the importance of strong leadership, fostering a high-quality workplace, and continuing to invest in both people and systems to ensure excellent service delivery to Canadians.

 

The AFS President emphasized that AFS Group’s main priority in the coming period will be to address the impacts of the WFA. He acknowledged that the previous round of WFA was marked by mutual respect and constructive dialogue.

 

He thanked all participants for their engagement and confirmed that his team remains available for any follow-up discussions after the meeting.

Bob Hamilton     Commissioner     Canada Revenue Agency		Doug Mason President Audit, Financial and Scientific Group Professional Institute of the Public Service of Canada
Date: 21 July 2025	Date:   22 July 2025