Supplementary Information Tables
Departmental Sustainable Development Strategy
1. Context for the Departmental Sustainable Development Strategy
The 2016–2019 Federal Sustainable Development Strategy (FSDS):
- sets out the Government of Canada’s sustainable development priorities;
- establishes goals and targets; and
- identifies actions to achieve them, as required by the Federal Sustainable Development Act.
In keeping with the objectives of the Act to make environmental decision-making more transparent and accountable to Parliament, the Public Prosecution Service of Canada (PPSC) supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.
2. Sustainable Development in the Public Prosecution Service of Canada
The PPSC’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving a low-carbon government. This supplementary information table presents available results for the departmental action pertinent to this goal. Last year’s supplementary information table is posted on the department’s website. This year, the PPSC is also noting which United Nations (UN) Sustainable Development Goal target each departmental action contributes to achieving.
3. Departmental performance by FSDS goal
The following table provides performance information on departmental actions in support of the FSDS goal listed in section 2.
|FSDS target(s)||FSDS contributing action(s)||Corresponding departmental action(s)||Support for UN Sustainable Development Goal target||Starting point(s), target(s) and performance indicator(s) for departmental actions||Results achieved|
|Reduce greenhouse gas emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025||Improve the energy efficiency of our buildings/operations||Increase ratio of employees to printing units.||12.5||Starting Point: FY 2015-16
Indicator: Total number of employees relative to the total number of printing units in use.
|The total number of employees relative to the total number of printing units in use increased from 3.8 in 2015-16 to 5.1 in 2017-18.
During 2017-18, the PPSC also procured modern and energy efficient units to replace aging printers in more regional offices. Older printers were decommissioned and removed, further reducing the use of energy and the number of printing units.
The PPSC continued to review implementation progress and identified gaps or issues that can be addressed to meet our target ratio.
|Modernize our fleet||Ensure vehicles purchases are the right size for operational needs and the most fuel efficient in their class available at the time of purchase.||12.7||Starting Point: FY 2017-18
Indicators: Percentage of vehicle purchases that meet the target relative to the total number of vehicles purchased in the fiscal year.
Annual amount spent on vehicle purchases.
|In 2017-18, 100% of vehicle purchases were the right size for operational needs and the most fuel efficient in their class available at the time of purchase.
$36,359.40 was spent on vehicle purchases in FY 17-18.
|Support the transition to a low-carbon economy through green procurement||Ensure the integration of environmental considerations into procurement management practices, processes and controls.||12.7||Starting Point: FY 2015-16
Indicator: Percentage of purchases that include criteria or clauses aiming to reduce the environmental impact of the product or service being purchased.
|During 2017-18, 100% of furniture purchases were processed via PSPC supply arrangements that contain environmental requirements as per the policy on green procurement. This result is unchanged from previous fiscal years.
IT related products were disposed of and recycled in accordance with the TB Directive on disposal of surplus of material. The PPSC also participated in the Computers for Schools program by donating surplus IT related equipment whenever possible during the fiscal year.
|Ensure employees who make procurement decisions or execute transactions have the necessary training to support green procurement.||12.7||Starting Point: FY 2015-16
Indicator: Percentage of employees involved in procurement and material management who have completed training on green procurement.
|By the end of FY 17-18, 83% of procurement officers had previously completed the training and one new procurement officer was in the process of completing the training. 100% completion is expected by fiscal year-end 2018-2019.
In 2015-16, 100% of employees had completed training on green procurement.
|Integrate Green Procurement Approach objectives into performance management agreements of managers and functional heads of procurement and materiel management.||12.7||Starting Point: FY 2015-16
Indicator: Percentage of functional heads of procurement and material management whose performance evaluation includes objectives related to green procurement.
|During 2017-18, 100% of performance evaluations of procurement and material management functional heads’, namely one procurement manager and one material manager, included objectives related to green procurement. This figure is compared to the 2015-16 equivalent in which no functional heads had green procurement objectives included in their performance evaluations.|
|Ensure office supplies purchases take into consideration environmental impacts when feasible.||12.7||Starting Point: FY 2015-16
Indicator: Monitor and report on the use of common green procurement instruments.
|During 2017-18, all purchases of office supplies at PPSC Headquarters gave priority to recycled materials, unchanged from the results achieved in 2015-16.|
4. Report on integrating sustainable development
During the 2017–18 reporting cycle, the PPSC had no proposals that required a Strategic Environmental Assessment and no public statements were produced.
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