Clean Growth Hub Programs

Clean Growth Hub Programs is sponsored by Natural Resources Canada (NRCan). Offers funding for clean technology projects that reduce greenhouse gas emissions and support economic growth.

Evaluation of the Clean Growth Program - Natural Resources Canada Evaluation of the Clean Growth Program Audit and Evaluation Branch Presented to the Performance Measurement, Evaluation and Experimentation Committee (PMEEC) Audit and Evaluation Branch Front-end Engineering Design Highly Qualified Personnel Lands and Minerals Sector Memoranda of Understanding Office of Energy Research and Development Other Government Department Provinces and Territories Research and Development, and Demonstration Science and Technology Assistance for Cleantech Technology Readiness Level Evaluation Objectives and Methods What We Found – Relevance What We Found – Effectiveness: Expected and Unexpected Outcomes What We Found – Efficiency Appendix A: Evaluation Team This report presents the findings, conclusions, and recommendations from the evaluation of the Clean Growth Program (CGP).

Developed through a collaboration between NRCan’s Office of Energy Research and Development (OERD), the Canadian Forest Service (CFS) and the Lands and Minerals Sector (LMS), the CGP was designed to be a new federal approach to supporting industrial innovation in both the natural resources and clean technology sectors.

CGP supports clean technology research, development and demonstration (RD&D) including up to first commercial installations in Canada’s energy, mining and forestry sectors. Transfer payments are used to support external funding recipients to complete this RD&D. The total program envelope was $155 million (M) over four years starting in 2017-18 (extended to 2021-22 due to COVID).

The CGP ended in March 2022. A number of key innovations were implemented through the CGP. The OERD established Trusted Partnerships (TPs) with key provincial/territorial partners and funding organizations.

These TPs were intended to enable efficient collaboration via the sharing of information, leveraging respective funding processes towards fast-tracking project selection, and the possible establishment of parallel or joint calls for proposals. A new Science and Technology Assistance for Cleantech (STAC) funding mechanism to support collaboration between eligible external recipients and federal research facilities was also established.

OERD launched the Clean Growth Collaboration Community that is an online networking platform intended to help CGP proponents identify potential partners. The CGP was the first program to make use of NRCan’s new ‘one-window’ funding portal called Integro.

The evaluation assessed the relevance and performance (i.e., effectiveness and efficiency) of the CGP, covering the period from 2017-18 to 2020-21, with updates reflecting the impact of COVID-19 (extending the program to 2021-22). NRCan’s Audit and Evaluation Branch (AEB) conducted this evaluation in accordance with the Treasury Board (TB) Policy on Results (2016).

What the Evaluation Found Overall, the evaluation found that the CGP is relevant, and its objectives are clearly in line with those of the federal government and the department. The program is consistent with federal and NRCan departmental priorities related to accelerating clean technology innovation, generating environmental benefits and economic growth, and achieving a more efficient natural resources sector across the country.

The broad stakeholder engagement undertaken by the program resulted in an effective determination of priorities and needs for all stakeholders involved. The purposeful cross-sector design and ongoing engagement with other federal programs ensured the program filled a gap for much-needed support. Most innovative features of the program were beneficial.

Engagement, outreach and promotion contributed to strong interest from applicants, and the program was able to refer unsuccessful applicants with promising projects to other resources, namely through the Clean Growth Hub and Trusted Partners. The Trusted Partnership model proved to lower redundancy, improve efficiency, and support co-developed programming with provinces enabling targeted support to joint priorities.

The STAC model is highly valued by proponents in small- and medium-sized enterprises and the federal labs with whom they are working, providing access to federal research infrastructure and technical competencies where proponents are deriving great benefit. The STAC model in particular has been acknowledged as something that should be continued.

Despite some technical limitations, the new ‘one-window’ Integro system is viewed as a good step towards successful digitization of program processes, but improvements are needed to reach full functionality. The Collaboration Community platform did not reach its full potential and did not facilitate as many linkages among potential collaborators as anticipated. However, the innovative design of the program was challenging to implement.

Balancing the implementation of at least six new innovative approaches (1/3 equal split of funding across sectors, the mandatory PT co-funding, the launch of a new CRM beta system, the establishment of the Collaboration Community platform, along with the Trusted Partnership Model and the STAC model) was ambitious.

Timelines for implementation were delayed, and projects were delayed in start-up due to lags in the establishment of contribution agreements and the complicated process establishing the two agreements required for STAC projects. Staff turnover and a lower than projected level of human resources during the critical first two years of the program contributed to a lower level of efficiency in delivery.

Based on progress to date and in consideration of these delays, the program has been effective in achieving its short-term outcomes, producing immediate benefits for increasing collaboration, leveraging investments, advancing technologies toward market readiness and managing all progress within the context of the COVID-19 pandemic.

CGP responded efficiently through design flexibility to ensure projects steered through the challenges of the COVID-19 pandemic. The program has leveraged investments of at least a 3:1 ratio and increased speed-to-market (e.g., 50% of projects self-assessed as advancing TRL levels). Nearly all proponents reported expecting their technology to get to, or close to, full commercial readiness over the next five years.

While the evaluation identified a disconnect between the data requirements outlined in OERD’s reporting templates and its expectations for their implementation, the performance measurement strategy implemented for the program enabled the determination of these immediate benefits.

Consistent with the timelines established for CGP’s RD&D projects, it is premature for the projects to report on intermediate outcomes given the timelines established by the program. It is also too soon to report ultimate outcomes of the program, including environmental benefits. As a result, data on progress towards these higher level outcomes were limited.

For a period of five years following the end of a project (with some exceptions), an updated outcomes report is required annually.

Recommendations and Management Response (Preliminary) Recommendation 1 : In order to maximize the future effectiveness of the innovative components implemented under the Clean Growth program, OERD should undertake the following: Improve the clarity of criteria and guidance for Science and Technology Assistance for Cleantech (STAC) to increase opportunities for uptake in future implementation of the model and efficiency of implementation.

Review whether the utility of the Collaboration Community justifies the required resources to maintain the platform going forward. Conduct a technology needs assessment on Integro and develop a plan to continue improving the system to best respond to internal and external needs.

The Office of Energy Research and Development (OERD) has undertaken a number of activities to evaluate the innovative components implemented under the Clean Growth Program, and will continue to evaluate lessons learned in order to maximize the future effectiveness of the components in future programming.

During the Summer of 2021, OERD engaged with an external contractor to do a detailed review of the STAC model through the use of focus groups and interviews. The intent of the process was to capture key observations that present as opportunities for optimization and additional value-added and to summarize those findings in a report. OERD is using this report to inform future criteria and guidance.

In Fall of 2021, OERD sent a survey to all members of the Clean Growth Collaboration Community to better understand how the platform is being used, and provide an opportunity to make recommendations for improvements and areas for future content.

OERD will be working to develop a strategy for the platform, with the core objective of fostering partnerships, supporting higher quality proposals to future programs, creating a space for meaningful discussions, and facilitating matchmaking opportunities. Beginning in the Summer of 2021, OERD undertook a technical needs assessment on Integro and determined that Integro was not positioned to best support future program delivery.

OERD presented a proposal to implement a new solution (Salesforce) to the Architectural Review Board on January 17 th , 2022, and following unanimous endorsement, has initiated work to scope and implement this new solution.

Position Responsible: DG, OERD on behalf of ADM, EETS OERD will identify and evaluate the gaps and opportunities with the STAC model through an internal process for consideration of potential use in future programming. Collaboration Community Strategy will be finalized in Fall 2022, with a clear path forward on the future of the community in Winter 2022/23. OERD is working toward a launch of the Salesforce solution in Fall 2022.

Recommendation 2: OERD should improve practices for performance measurement for innovative programming by: Identifying performance data that best informs progress and accomplishment of its expected results. Clarifying reporting requirements by identifying clear directions, definitions, targets, data strategies and follow-up for reporting information.

OERD has a dedicated Performance Measurement function within its operations, with a focus on identifying and collecting data that best informs progress and accomplishment of expected project and program results, and identifying clear directions, definitions, targets, data strategies and follow-up for reporting information.

Going forward, OERD will continue to update and revise its performance measurement strategies, data collection tools and project reporting guidance to better align with expected result and time horizons for energy innovation and natural resources RD&D for future programs.

Additionally OERD will update its CGP project reporting guide, project reporting templates and program reporting documents to further emphasize: target dates and timelines for reporting; enhance definitions; and elaborate upon methodologies and instructions for data collection and analysis.

OERD will also develop guidance to better differentiate between individual project-level reporting requirements and methodologies from methodologies and requirements for reporting aggregate program level data (such as for the Departmental Results Framework, Program Information Profiles).

Position responsible: DG OERD on behalf of ADM, ETS Date to achieve: As reporting templates for the CGP have already been distributed to proponents for this year, updates will be made for follow on reporting processes for the next annual reporting cycle beginning in March 2023.

Recommendations and Management Response (Preliminary) Recommendation 1 : In order to maximize the future effectiveness of the innovative components implemented under the Clean Growth program, OERD should undertake the following: a) Improve the clarity of criteria and guidance for Science and Technology Assistance for Cleantech (STAC) to increase opportunities for uptake in future implementation of the model and efficiency of implementation.

The Office of Energy Research and Development (OERD) has undertaken a number of activities to evaluate the innovative components implemented under the Clean Growth Program, and will continue to evaluate lessons learned in order to maximize the future effectiveness of the components in future programming.

a) During the Summer of 2021, OERD engaged with an external contractor to do a detailed review of the STAC model through the use of focus groups and interviews. The intent of the process was to capture key observations that present as opportunities for optimization and additional value-added and to summarize those findings in a report. OERD is using this report to inform future criteria and guidance.

b) Review whether the utility of the Collaboration Community justifies the required resources to maintain the platform going forward. b) In Fall of 2021, OERD sent a survey to all members of the Clean Growth Collaboration Community to better understand how the platform is being used, and provide an opportunity to make recommendations for improvements and areas for future content.

OERD will be working to develop a strategy for the platform, with the core objective of fostering partnerships, supporting higher quality proposals to future programs, creating a space for meaningful discussions, and facilitating matchmaking opportunities. c) Conduct a technology needs assessment on Integro and develop a plan to continue improving the system to best respond to internal and external needs.

c) Beginning in the Summer of 2021, OERD undertook a technical needs assessment on Integro and determined that Integro was not positioned to best support future program delivery. OERD presented a proposal to implement a new solution (Salesforce) to the Architectural Review Board on January 17 th , 2022, and following unanimous endorsement, has initiated work to scope and implement this new solution.

Position Responsible: DG, OERD on behalf of ADM, EETS OERD will identify and evaluate the gaps and opportunities with the STAC model through an internal process for consideration of potential use in future programming. Collaboration Community Strategy will be finalized in Fall 2022, with a clear path forward on the future of the community in Winter 2022/23. OERD is working toward a launch of the Salesforce solution in Fall 2022.

Recommendation 2: OERD should improve practices for performance measurement for innovative programming by: a) Identifying performance data that best informs progress and accomplishment of its expected results. b) Clarifying reporting requirements by identifying clear directions, definitions, targets, data strategies and follow-up for reporting information.

OERD has a dedicated Performance Measurement function within its operations, with a focus on identifying and collecting data that best informs progress and accomplishment of expected project and program results, and identifying clear directions, definitions, targets, data strategies and follow-up for reporting information.

Going forward, OERD will continue to update and revise its performance measurement strategies, data collection tools and project reporting guidance to better align with expected result and time horizons for energy innovation and natural resources RD&D for future programs.

Additionally OERD will update its CGP project reporting guide, project reporting templates and program reporting documents to further emphasize: target dates and timelines for reporting; enhance definitions; and elaborate upon methodologies and instructions for data collection and analysis.

OERD will also develop guidance to better differentiate between individual project-level reporting requirements and methodologies from methodologies and requirements for reporting aggregate program level data (such as for the Departmental Results Framework, Program Information Profiles).

Position responsible: DG OERD on behalf of ADM, EETS Date to achieve: As reporting templates for the CGP have already been distributed to proponents for this year, updates will be made for follow on reporting processes for the next annual reporting cycle beginning in March 2023. This report presents the findings, conclusions, and recommendations from the Evaluation of the Clean Growth Program (CGP).

The Audit and Evaluation Branch (AEB) of Natural Resources Canada (NRCan) conducted this evaluation in accordance with the Treasury Board (TB) Policy on Results (2016). The CGP is understood to be a ‘sunsetting’ program; it will not be renewed in its current form. Actionable recommendations are directed towards comparable future OERD programming.

The evaluation also provides lessons learned surrounding the innovative program mechanisms implemented through the CGP for consideration in future programming. The CGP supports a new federal approach to clean technology research and development, and demonstration (RD&D) including up to first commercial installations in Canada’s energy, mining and forestry sectors.

The total program envelope was $155M over four years starting in 2017-2018. The response to COVID-19 extended the program to 2021-22. In addition to the agreements used to support STAC proponents, transfer payments were used to support external funding recipients to complete this RD&D.

OERD expected this budget to fund approximately 40 projects. Table 1 shows the CGP approved program budget. Table 1: CGP Original Approved Budget Source: CGP Program Approval The program provides funding to proponents from industry, academia, and research organizations to undertake clean technology projects in the natural resources sectors.

The program was designed to alleviate some of the risks associated with RD&D and innovation. The objective was to drive environmental excellence and competitiveness for both natural resources and clean technology firms. Adopters in the natural resources sector, who had clean energy or clean technology problems to solve were connected with innovators, thus laying the groundwork for mutually beneficial partnerships going forward.

Through a cross-sectoral program, the CGP was intended to support synergies between the targeted industries (energy, mining and forestry). The program was developed through a collaboration between NRCan’s Office of Energy Research and Development (OERD), the Canadian Forest Service (CFS) and Lands and Minerals Sector (LMS) but was led by OERD. To be considered for CGP funding, proponents first submitted a Letter of Interest (LOI).

Following the evaluation of LOIs, selected proponents were asked to submit a full proposal. The Clean Growth Program required supported projects to be co-funded by provinces and territories (PTs) at the full proposal stage. There was no minimum amount of funding or leveraging required from PTs.

PT support could be provided through financial and/or in-kind contributions (goods or services valued and contributed in lieu of cash). Applicants also had the opportunity to consent for NRCan to share their LOI with other funding entities within the various levels of government and the not-for-profit sector in order to identify proponents, secure PT co-funding and identify additional potential partners.

A number of key innovations were implemented through the CGP and are described below. Findings related to those components were of particular interest for the evaluation, as they can inform decisions and improvements for future programming. Trusted Partnerships (TPs) with key provincial/territorial partners and funding organizations is central to the CGP.

The OERD established Memoranda of Understanding (MOU) and non-disclosure agreements with these organizations. These TPs were intended to enable efficient collaboration via the sharing of information, leveraging of respective funding processes towards fast-tracking project selection, and the possible establishment of parallel or joint calls for proposals.

OERD and Trusted Partners shared due diligence and review information in order to fast-track selected projects through the review process and facilitate co-funding. OERD created a new Science and Technology Assistance for Cleantech (STAC) funding mechanism to support collaboration between eligible external recipients and federal research facilities.

The STAC model is intended to address capacity gaps in small to medium-sized enterprises (SMEs) by helping them access the substantial and unique Canadian science and technology resources that exist at federal laboratories and research centres normally only accessed on a fee-for-service basis.

Through the STAC model, CGP could fund federal laboratories directly, to support their collaboration with funded proponents with no barrier of cost to proponents. The CGP could allocate up to $11M of its operational funding for the in-kind contributions of federal research centres specifically for STAC projects.

The CGP also launched the Clean Growth Collaboration Community – an online networking platform intended to help CGP proponents identify potential partners, including provincial and federal stakeholders. The platform hosted descriptions of federal laboratories and relevant information from provinces and territories.

The CGP was the first program to make use of NRCan’s new ‘one-window’ funding portal called Integro , which was developed as an online solution for application intake, case and workflow management, reporting and client relationship management for NRCan’s programs.

The program was impacted by COVID-19 pandemic-related issues Proponents were granted extensions to project timelines in order to enable projects to meet substantive objectives, and the usual timelines for submitting annual project reports were also extended on an as needed basis. Projects in need could access an increased funding allocation (to reduce risk of failure).

Terms and conditions were amended to allow up to 100% of eligible project expenditures to avoid cancellation of projects. Funding adjustments made for projects did not increase the overall program funding envelope as the program had sufficient funds as a result of underspending in earlier fiscal years.

Governance Structure and Program Accountabilities The CGP is a component of the Energy Innovation and Clean Technology Program in the NRCan Departmental Results Framework 2021-22. The OERD of NRCan’s Energy Efficiency and Technology Sector has accountability and responsibility for overall management of the program. It administers the program on behalf of NRCan’s energy, mining, and forestry sectors.

Representatives in NRCan’s Lands and Minerals Sector (LMS) and Canadian Forest Service (CFS) contributed to the evaluation of project proposals. The program is built upon the project review and funding decision governance structures in place to deliver other energy innovation programs within NRCan.

The governance structure includes technical review committees with appropriate subject matter experts who make project selection recommendations. A special purpose ADM Committee for Clean Growth (including CFS, LMS and other government departments) then reviewed the recommended projects and provided final approval.

The technical review committees included extended membership from provincial/territorial participants and external reviewers.

The program covers five areas to address pressing environmental challenges and economic opportunities facing three of NRCan’s natural resources sectors – energy, mining, and forestry: Reducing greenhouse gas and air-polluting emissions Minimizing landscape disturbances and improving waste management Producing and using advanced materials and bioproducts Producing and using energy efficiently Reducing water use and impacts on aquatic ecosystems Footnote 1 The CGP program is designed to advance clean technologies in Canada’s natural resources sector by funding RD&D projects.

“The program puts into action the Government of Canada’s new collaborative approach of doing business by leveraging investments in publicly funded researchers, research centres, and provincial and territorial leveraging programs to better mobilize clean technologies.

The program is intended to enhance coordination and leverage clean technology investments to more effectively help Canada to meet its climate change goals, create economic opportunities, and expand global-market opportunities.

” Footnote 2 Projects undertaken in collaboration with OGDs, academia and other organizations are expected to realize reductions in negative impacts of greenhouse gas (GHG) emissions, through increased investment and collaboration by stakeholders in clean energy technologies that result in better access to scientific and technical knowledge.

The increased investment and collaboration will advance technologies towards commercial readiness. The CGP logic model is presented in Figure 1. Figure 1: CGP Logic Model Figure 1: CGP Logic Model Activities: conduct project selection processes; collaboration and outreach; conduct and manage RD&D work and related scientific activities.

Reach: Industry, academia, research organizations, provinces and territories. Outputs: supported clean technology research, development and demonstration projects; memoranda of understanding with federal RD&D providers; trusted partner memoranda of understanding and non-disclosure agreements; monitoring and performance reports.

Short-term outcomes: increased collaboration between Canadian natural resource firms, clean technology producers, academia, indigenous communities and government to address environmental/economic challenges; increased investment by stakeholders in clean technology research, development and demonstration projects; increased scientific knowledge product generation and outreach.

Medium-term outcomes: advancement of RD&D clean technologies toward commercial readiness (technology readiness levels and intellectual property); increased employment resulting from project activity. Long-term outcomes: environmental benefits from new codes, standards, and regulations; improved environmental and economic performance.

Energy innovation and clean technology program ultimate outcome: environmental and economic benefits from the advancing of clean energy technologies across all Canadian natural resource sectors. Departmental core responsibility two: innovative and sustainable natural resources development.

Source: Official Program Documentation Evaluation Objectives and Methods The AEB included a commitment to conduct this evaluation in its Integrated Audit and Evaluation Plan 2021-2026. The AEB identified the need for this evaluation through its risk-based planning process and in response to a Treasury Board (TB) commitment to complete an evaluation.

The evaluation also meets requirements for evaluation of ongoing grant and contribution (G&C) programs under section 42. 1 of the Financial Administration Act and the TB Policy on Results . The evaluation assessed the relevance and performance (i.e., effectiveness and efficiency) of the CGP, covering the period from 2017-18 to 2020-21, with updates reflecting the impact of COVID-19 (extending the program to 2021-22).

This is the first evaluation of the CGP and covers all three areas of the CGP: energy, mining and forestry. Specific questions covered by this evaluation are as follows: Evaluation Objectives and Methods Does this program align with the needs of Canadians? Does this program align with current NRCan and federal government priorities, roles and responsibilities?

How does the CGP complement or duplicate cleantech programs delivered by other federal departments and agencies? To what extent has the program’s design (e.g., project focus, governance structure, delivery mechanisms) facilitated the effective and efficient achievement of results? Were any delivery mechanisms over- or under-utilized?

(uptake) What lessons learned can be drawn from the CGP’s key design components? How was equity, diversity and inclusion (gender-based analysis plus) effectively considered in the program’s design and delivery? Performance – Effectiveness Were the outputs produced appropriate to support the achievement of expected outcomes?

What progress has been made towards the achievement of expected outcomes? Footnote 3 Have there been unintended outcomes (positive or negative) resulting from the program? Are adequate data collection and reporting procedures in place for performance measurement now and into the future?

To what extent is the program being implemented as planned (including financial resources)? Has the program been responsive to internal and external factors (positive or negative) that influence its ability to achieve intended outcomes and operate with efficiency?

Given the short time period being covered, and considering most funded projects were not yet completed at the time of the evaluation, the evaluation focussed on implementation (i.e., design and delivery). Program impact is also assessed, to the extent possible, with performance data primarily reflecting projects in the second to third year of implementation.

Consistent with the longer timelines required to achieve outcomes of RD&D projects, the evaluation did not expect intermediate and ultimate targets to have been achieved but did expect OERD to be tracking progress towards these expected results. An Evaluation Working Group consisting of representatives from the CGP and NRCan’s AEB supported the evaluation.

Footnote 4 The evaluation used multiple lines of evidence as illustrated in Table 2. Table 2: CGP Evaluation Methods Focus Groups with STAC Participants Two focus groups were held: one with proponents (n=4) and one with federal laboratories (n=5). The focus groups were used to obtain viewpoints specifically in relation to the STAC model as a key innovative component of CGP.

Interviews (n=26) with experts, internal representatives, other government departments (OGDs), CGP proponents and Trusted Partners. These interviews were used to obtain viewpoints on the CGP’s relevance, effectiveness, and efficiency. A program document review included internal documents, strategic documents and publicly available documentation.

These documents were used to understand the CGP’s processes, operations, priorities and progress against objectives. A review of program data and performance information to gather evidence on progress towards outcomes. Survey of all applicants who submitted a full proposal (funded and not-funded) conducted from June 23 to July 20 2021.

Response rate of 41% (40/97). For STAC in particular, 12 of the 14 projects participated in the survey. This data source was used to obtain applicant experiences with, and perceptions of, the CGP.

Limitations and Considerations The evaluation used a mixed-methods approach with multiple lines of evidence to mitigate against any limitations associated with individual methods. This enabled the triangulation of evidence across sources of information to identify valid findings and draw evidence-based conclusions. However, the following limitations should be considered when reviewing the evaluation findings: Database Analysis.

Not all projects submitted a 2019-2020 progress report and for those that did, some information was left blank. As it was premature for demonstration projects to measure or report on environmental indicators, the evaluation could not assess the environmental impact of CGP. Environmental impacts from RD&D projects will only be perceivable in the mid- to long-term (by 2026 or later) and will be captured in the project’s 5-year reports.

Additionally, there were a few instances of values entered into the database that are not logical (e.g., higher number of women highly-qualified personnel (HQP) than total reported number of HQP, decreasing technology readiness levels (TRLs). In the instances where quantitative information did not seem to make sense, the data were excluded from the analysis. This did not impact the analysis.

Key Informants. Key informants (interviews and focus group participants, total (n=35) belonged to a variety of respondent categories with different perspectives and expertise. Remarks made by only one individual are sometimes reported when the respondent had a unique experience or insight into a topic.

Survey Validity. There is slight overrepresentation of funded proponents among survey respondents, compared to the complete list of applicants. This is not unexpected given funded recipients are typically more likely to answer this type of questionnaire.

Energy projects and for-profit organizations are also slightly overrepresented. There is an underrepresentation of Ontario respondents compared to the entire respondent frame. The data were used as is (no weighting), and provided useful feedback, especially on program delivery.

What We Found – Relevance The CGP’s objectives are aligned with the perceived needs of the Canadian public related to fighting climate change and progressing towards zero emissions.

The program is also consistent with federal and NRCan departmental priorities related to accelerating clean technology innovation, generating environmental benefits and economic growth, and achieving a more efficient natural resources sector across the country. Roles and responsibilities are clearly in line with those of the federal government and NRCan.

The CGP filled a gap in programming at the federal level and aligned with the needs of the participating organizations. The CGP complemented other federal programs targeting cleantech with no indication of overlap.

The CGP’s focus on pressing environmental challenges and economic opportunities aligns with the needs of Canadians Documents reviewed showed that the natural resources sector is an important part of the Canadian economic landscape, accounting for 10. 1% of national gross domestic product in 2016, with energy, mining and forestry accounting for the vast majority of activities in the sector.

Footnote 5 In addition to playing a significant role in Canada’s economic growth, the natural resources sector also contributes to employment and investment. Further, secondary and tertiary processing for the forest, minerals, and mining sub-sectors support downstream activities that further contribute to Canada’s gross domestic product.

The natural resources sector is important to Canada, and evidence was found to suggest that a majority of Canadians support natural resources development. For example, a recent Ipsos poll found that Canadians see the sector as important to the economy and as an opportunity to help Canada’s post COVID-19 economic recovery. Footnote 6 The objectives of the CGP are coherent with the views of Canadians more broadly.

The report for Canada’s World Survey 2018 indicated that Canadians consider climate change and environmental issues to be among the world’s most important concerns. Footnote 7 A 2021 opinion poll of 1,548 Canadians found that 74% of respondents are worried about climate change, and 68% support the