Minutes of the National Union-Management Consultation Committee (NUMCC) Meeting

National Union-Management Committee (NUMC)

December 11, 2025

MEETING BETWEEN THE CANADA REVENUE AGENCY (CRA) AND THE UNION OF TAXATION EMPLOYEES (UTE) GROUP

Opening Remarks

The UTE National President, Marc Brière, welcomed participants and acknowledged that the meeting took place on the traditional, unceded territory of the Algonquin Anishinaabeg people. He expressed gratitude to Indigenous peoples, past, present, and future, and recognized the Ottawa Turtle Island as their land.

The Commissioner, Bob Hamilton, welcomed everyone and noted recent political developments, including the appointment of the Honourable François-Philippe Champagne as the new Minister of Finance and National Revenue, along with the Secretary of State, the Honourable Wayne Long. He also highlighted the positive working relationship being established with the CRA.

He referred to the Agency-wide town hall held on December 9, 2025, during which the Minister of Finance and National Revenue delivered opening remarks, expressed appreciation for the work of the CRA, and noted the positive response from employees.

He acknowledged service challenges experienced over the past year, particularly in the contact centres. He noted that the 100-Day Service Improvement Plan concluded that day and was overall viewed as a success, while emphasizing that efforts to improve service delivery, innovation, and processes will continue. He also referenced preparations for the upcoming filing season and emphasized the need for the Agency’s strong work to continue, while expressing confidence moving forward.

The Commissioner referred to the government’s budget release in November 2025 and outlined recent government direction related to Tax policy and administration, including expectations under the Comprehensive Expenditure Review (CER) and the parameters associated with planned reductions.

He indicated that the CRA continues to have important service obligations to Canadians that must be fulfilled. While the Agency continues to invest in technology, he emphasized that delivering these services continues to rely significantly on its workforce.

He further noted that the Agency has a mandate to collect more revenue than in previous years, and that some savings are linked to the elimination of certain programs, such as the Underused Housing Tax and the Fuel Charge. He added that the Agency is currently assessing where additional savings may be identified.

He also referred to the early retirement initiative, noting that estimate letters have been issued. He indicated that further clarity is expected in the coming weeks as the Agency assesses how best to proceed in a manner that supports organizational needs. He emphasized that any actions will be conducted in a respectful manner.

With respect to collective bargaining, he noted that discussions have resumed at the bargaining table, with meetings ongoing and progress being made through continued engagement.

He concluded by referring to the Agency’s Charitable Campaign thanking the union for its support. He noted that the campaign had reached approximately 85% of its $2.5 million objective as of December 5, 2025, and expressed appreciation for the efforts of all those involved.

The UTE President referred to discussions from the June 2025 NUMCC meeting and highlighted significant challenges experienced in contact centres over the past year. He emphasized the importance of transparency and meaningful engagement during a period of fiscal restraint and organizational change. He also referred to the national Canada on Hold campaign, noting that while it has been critical, its intent is to support the CRA by advocating for relief from budget reductions and reinvestment.

He further noted recent engagement with the Minister of Finance and National Revenue and highlighted opportunities for productive collaboration. He indicated that these discussions have contributed to a more constructive outlook for the Agency, including openness to reinvestment alongside ongoing fiscal restraint.

He noted efforts by the UTE to adopt a constructive tone in media coverage and referred to recent rehiring initiatives in contact centres and collections centres, which were viewed as positive developments. He expressed interest in continuing discussions and acknowledged that additional difficult decisions may still be required.

He shared concerns regarding the impacts of previous reductions, which he noted had disproportionately affected UTE members and the tax centres. He emphasized that future reinvestments should prioritize these areas to support service delivery to Canadians.

He also raised the issue of early retirement incentives, noting differing perspectives between unions and management, including considerations related to collective agreements and pension implications. He indicated that this matter would require further discussion.

Looking ahead following the conclusion of the 100-Day Service Improvement Plan, the UTE President reiterated the importance of reinstating in-person counter services. He emphasized the value of these services for vulnerable populations and individuals who benefit from in-person support and noted that advocacy efforts on this issue would continue with the Agency and government stakeholders.

Contract Negotiations

The Assistant Commissioner (AC), Human Resources Branch (HRB) and Chief Human Resources Officer (CHRO), reiterated CRA’s commitment to maintaining productive labour relations at the bargaining table. In the current context of fiscal restraint, she emphasized the importance of collaborating with the UTE to modernize the collective agreement, to reflect the current and future operational realities of the Agency and to achieve a negotiated outcome.

She outlined the employer’s key bargaining objectives, which include:

increasing the ability to serve Canadians effectively and efficiently, while exercising fiscal responsibility;
preserving and enhancing management authorities to continue to meet operational requirements, including through technology;
simplifying, consolidating, modernizing, and standardizing language;
supporting employment equity, diversity, and inclusion.

She highlighted the progress made at the bargaining table and noted that negotiations would continue in December 2025. She also acknowledged that the parties have been able to reach agreement on several non-financial items.

While recognizing that the bargaining process can be lengthy, she expressed encouragement with the regular occurrence of meetings and confirmed that three additional bargaining sessions are scheduled for the new year.

She reiterated the Agency’s commitment to concluding a collective agreement that is fair to employees and Canadians, and that considers the current financial context.

The UTE Second National Vice-President emphasized that employee wellness remains a top priority in negotiations. He expressed concern that key issues of importance to members, including return-to-office measures and workforce adjustment, have not yet progressed to their satisfaction.

He indicated a desire for more frequent bargaining sessions and reiterated its view that negotiations should proceed directly between the CRA and UTE, with reduced delays related to the Treasury Board Secretariat’s (TBS) processes.

He acknowledged the dedication of the bargaining teams while noting that negotiations remain challenging and that significant difficulties remain. He reaffirmed the union’s mandate to protect working conditions and referenced the importance of respecting the statutory freeze period. He emphasized the need for timely progress and expressed a desire to reach an agreement without what he described as ‘unnecessary delays’.

He raised concerns regarding the federal labour relations framework and stressed the importance of increasing the frequency of meetings to achieve meaningful progress at the bargaining table.

The President of the UTE reiterated that negotiations have been particularly challenging over the last rounds of negotiations, notably following legislative changes introduced in early 2012. He indicated that the TBS constraints have limited the CRA’s flexibility at the bargaining table, which has contributed to frustration among the UTE members.

He noted that during the last round of bargaining, members were especially dissatisfied, as the bargaining team was not able to fully negotiate key issues. He emphasized that the UTE has been clear with the Public Service Alliance of Canada (PSAC) regarding its desire to negotiate directly with the CRA. He also acknowledged that, while collaboration with the PSAC has generally been positive, the process remains more difficult for the Agency.

He also highlighted the patience demonstrated by members but recalled that, during the previous round of negotiations, the union felt compelled to pursue strike actions. He expressed an intention to avoid similar outcomes in the future, emphasizing the importance of preventing negotiations from stalling and of advancing discussions in a timelier manner, noting that the current process was viewed as lengthy.

The AC, HRB and CHRO, reiterated that the collaboration with the TBS remains constructive, while acknowledging concerns related to the pace of approvals. She indicated that further discussions with the TBS are being planned to expedite items requiring approval before returning to the bargaining table.

The Commissioner noted that all parties share an interest in concluding negotiations as quickly as possible and emphasized that collective bargaining requires compromise from both sides.

The UTE Regional Vice President (VP) for the Montreal Region recommended that employee wellness be clearly reflected as a key objective and formally raised at the bargaining table.

The AC, HRB, confirmed that she took good note of the comments and acknowledged that employee well-being is an important matter that should be addressed at the bargaining table.

Work Conditions at the CRA

The AC, Assessment, Benefit and Service Branch (ABSB) opened the discussion by highlighting that the work of service representatives is rewarding and meaningful. She emphasized that resolving issues, supporting access benefits, and providing accurate information makes a tangible difference for Canadians.

While acknowledging that the role presents challenges, she reaffirmed the CRA’s commitment to supporting its employees. She reiterated the Agency’s zero-tolerance approach to abusive behaviour, including the hang-up-on-abuse policy, which allows employees to end interactions that become hostile or threatening.

To support employees in managing difficult interactions, she shared that the Agency provides coaching, tools, and guidance to resolve issues efficiently and accurately, as well as access to health and wellness resources. She added that these measures are intended to ensure that employees feel supported and equipped while delivering high-quality service to Canadians.

She also acknowledged that morale in the contact centres could be improved and reaffirmed a commitment to collaborating with employees to identify solutions. In addition to existing regional well-being plans, she shared that management has recently begun work on a new national Contact Centre Well-Being Plan.

While still in the preliminary stages of development, she shared that the plan is intended to introduce concrete improvements to employee well-being. She confirmed that updates will be shared as the work progresses.

She noted that process improvements introduced through the 100-Day Service Improvement Plan are expected to provide some relief to contact centres employees. As fewer taxpayers need to contact the CRA and client satisfaction improves, pressures on employees are expected to ease. She also highlighted the introduction of automated call deflection, the use of robotic process automation for quality teams, and the exploration of co-pilot tools for employees.

In response to concerns previously raised in earlier meetings and in the media by the UTE regarding contact centre employees being under significant pressure, she provided reassurance that employees have flexibility to take necessary mental health and wellness breaks. With respect to adherence to schedule, she emphasized the importance of ensuring that contact centre employees are available when Canadians call and noted that some form of time-based measurement will continue to be necessary. She acknowledged that the current calculation method may be contributing to stress and confirmed that management is reviewing its application to ensure employees have appropriate flexibility.

She reiterated that the contact centre employees should not feel discouraged from taking health breaks during the workday. She noted that flexible shrinkage is already built into schedules, in addition to breaks and lunch periods, and emphasized the importance of balancing operational requirements with personal well-being. She also reminded participants that the collective agreement provides for five consecutive minutes off-call per hour and includes protections under the hang-up-on-abuse policy to address verbal abuse.

Finally, in discussing the 100-Day Service Improvement Plan more broadly, she noted that resources have been reallocated to support the contact centres, encourage collaboration, redistribute workloads, and improve processing times. She added that reduced volumes of Canada Emergency Response Benefit (CERB) enquiries and opportunities for employees to gain experience in other areas have also contributed positively.

The UTE President highlighted that September 2025 was an especially challenging period, noting that several union members expressed serious concerns during a union meeting. He provided examples of practices he considered concerning, including the denial of vacation requests and staffing reductions in the contact centres.

He observed that these issues have been widely visible in recent weeks, including through media coverage involving the UTE, and stated his intention to continue publicly addressing circumstances in which employees are experiencing significant strain so as to elevate awareness.

He acknowledged that awareness has recently improved and expressed a willingness to work collaboratively with management. However, he noted that some employees have indicated reluctance to return to the CRA at the end of their contracts due to concerns about their treatment. He added that these concerns are not limited to contact centres but also exists in other sectors.

The UTE Regional Vice-President for the Atlantic Region referred to issues raised in the spring 2025 regarding call handling expectations, noting that employees are expected to answer the next call within nine seconds once a call ends. He compared this with other areas where employees are allotted dedicated time to complete reporting, and noted that the call centre environment, particularly in benefits and business lines, operates differently.

He also referred to the Public Service Employee Survey (PSES), noting that the results suggest employees are significantly affected by their treatment at the CRA. He also questioned why contact centre employees are provided with limited time to complete the survey.

He recalled that an ad hoc meeting on wellness was held with the Contact Centres Committee in June 2025, during which there was agreement to develop a plan. He noted that a follow-up meeting took place in October 2025 but stated that no concrete actions had been implemented since that time.

He asked what concrete steps could be taken moving forward, noted the heightened level of frustration among contact centre employees, and emphasized the need for meaningful changes in the contact centre environment.

The UTE Regional VP for the Rocky Mountains Region raised concerns about working conditions within the Agency and their impact on employee retention and operational capacity. He referred to recent rehiring efforts following workforce reductions, noting that while offers were extended through established pools, acceptance rates dropped from historical averages of approximately 40% down to 10%.

He indicated that this massive drop in acceptance rates provides clear data that employees and former employees are not happy with their employer and not willing to accept job offers made to them as qualified candidates He specified that they are individuals who already possess the skills and knowledge that the employer is seeking and needing.

He went on further to state that former employees are rejecting these rehire offers at historic levels because they have no faith in the employer to honor the contract itself. Moreover, he stated that current employees have indicated that the massive cuts to staff have led to increased demands on those remaining without concern for burnout and the Moratorium is seen as a tool that ensures they are viewed as disposable and unvalued, and that any career progression has been blockaded.

He noted that these factors contribute to perceptions of being undervalued among employees, affecting the Agency’s ability to retain experienced staff and sustain service delivery. He emphasized that this information should be considered when assessing current working conditions and informing future discussions, including in the context of collective bargaining.

The UTE President noted that while some former employees choose to return when rehiring opportunities arise, others decline, citing concerns related to mental well-being and reduced confidence in the employer. He emphasized that these experiences influence decisions about whether to return to the Agency.

He indicated that this has led to frustration and perceptions of unfair treatment, particularly regarding the loss of accumulated service, which in turn affects employee motivation and engagement.

The UTE Regional VP for the Montreal Region recalled that several months earlier, a request had been made to include a contact centre management representative on the Well-Being National Advisory Committee. He asked whether the committee would be involved in the development of the plan and consulted as the work progresses.

The Commissioner emphasized the importance of fair treatment and ensuring that employees feel respected and welcomed, particularly in the fiscal restraint context. He highlighted the need to take care of employees and to maintain a respectful workplace during periods of increased stress. He reaffirmed that employee well-being remains a key consideration and expressed his desire for the Agency to continue to be a fair and respectful place to work.

The AC, ABSB confirmed that work is underway on a national well-being plan for contact centre employees and noted that the plan is in the preliminary stages of development. She indicated that the plan will be detailed and that specific strategies have already been identified. In response to questions regarding employee or management representation on the development of the well-being plan, she indicated that she would follow up on this matter.

She also noted that the Director General (DG), Contact Centre Services Directorate, ABSB, will join the Well-Being National Advisory Committee in January 2026 to ensure that the contact centre perspective is reflected in the national well-being strategy. The DG, Workplace Relations and Compensation Directorate, HRB, confirmed this participation and emphasized the importance of reflecting contact centre realities in the committee’s work.

The AC, Quebec Region, acknowledged that employees across all regions have experienced meaningful changes in recent months and recognized the impact on employee well-being.

She underscored that issues such as systemic harassment are taken seriously and addressed with a zero-tolerance approach. She highlighted the importance of addressing concerns at the local and regional levels to enable timely and effective action.

The President of the UTE agreed that harassment issues should be addressed as quickly as possible and resolved at the lowest appropriate level. He emphasized the role of local and regional mechanisms, including union committees and contact centre structures, in addressing such concerns.

Commitment: The AC, ABSB will follow up with the UTE to determine whether employee and management representation from the contact centres can be included in the development of the Contact Centre Well-Being Plan.

The 100-Day Service Improvement Plan

The AC, ABSB reflected positively on the completion of the 100-Day Service Improvement Plan, noting the significant efforts and changes implemented in recent weeks as well as recognizing employee contributions. She highlighted measures taken to increase call-handling capacity, including achieving a 70% answer rate for unique callers, and the reallocation of resources to keep approximately 1,250 contact centre employees on the phones while addressing access challenges through targeted service approaches.

She referred to initiatives supporting callers with complex issues, including a callback pilot as well as the redirection of calls to subject-matter experts, and noted collaboration across the Agency on these efforts. She also highlighted expanded self-service options, including enhanced web content, to enable Canadians to access services independently on a 24/7 basis.

She expressed satisfaction with the implementation of a new Document Verification Service feature to support the CRA account re-registration following account lockouts, noting that this has allowed the contact centre employees to focus on more complex calls.

She also highlighted longer online chat hours, updates to Progress Tracker content, and the introduction of the Manage Balance service in My Account for taxpayers with balances owing $1,000 or more, noting strong uptake and added value.

She indicated that one of the most challenging aspects of the work involved addressing upstream call drivers, including reducing inventories related to adjustment notices, and noted that this required significant, Agency-wide effort, including the establishment of multiple teams to identify root causes.

Measures to address the challenges faced by the contact centre employees included the implementation and testing of GenAI assistant tools, the use of GenAI within Service Feedback Program operations, the procedural changes to accelerate the processing of automated Canada Child Benefit (CCB) applications, and the automation of the Disability Tax Credit callback process, where feasible.

She noted that resources were reallocated from contact centres to support tax adjustments, CCB, and other application processing, which helped address call drivers and relieve pressure in high-volume areas. She also highlighted that work is underway to accelerate service modernization, including enhanced engagement with vendors and the development of a plan to transition more quickly to a new contact centre engagement platform.

With respect to workforce implications, she noted that as of November 3, 2025, 392 contact centre employees were temporarily redeployed to support workloads in T1 Adjustments, Appeals, Uncashed Cheques, and Benefits Applications. She indicated that this redistribution has supported high-pressure areas, strengthened collaboration, and is expected to reduce follow-up calls as processing timelines improve. She also noted that participating employees gained experience in new workloads and received relief from prolonged phone duties.

She confirmed that employees are expected to return to their contact centre roles by January 30, 2026, in preparation for the upcoming tax season. She emphasized that work would continue beyond the initial 100-day Service Improvement Plan period, with preparations underway for the tax season and a target of answering an average of 70% of unique callers during that period.

She concluded by emphasizing the importance of continued creativity, listening to employee feedback, and supporting a more agile workforce to improve service to Canadians.

The UTE President commented on the 100-Day Service Improvement Plan, noting that while the union welcomed its launch by the Minister of Finance and National Revenue in September 2025, initial concerns were raised due to the lack of consultation. He acknowledged ongoing efforts to improve service delivery and address key issues, while indicating that the union continues to have some reservations regarding the plan.

He added that the temporary reassignment of 392 contact centre employees occurred during a period of significant pressure in contact centres, noting that many employees volunteered quickly due to the challenges being experienced. He expressed the view that this approach represented a missed opportunity to retain employees, strengthen training, and support their return ahead of the tax season, and referenced callback solutions as a potential alternative to reassigning staff.

He indicated a preference for recalling employees from rehire lists rather than redeploying existing staff, citing budgetary constraints. He acknowledged that some improvements have been observed and that the timing of these measures, outside of peak tax season, helped relieve pressure. He emphasized the importance of restoring the Agency’s reputation.

He highlighted ongoing pressures in the Tax Services Offices and emphasized the importance of sustained efforts to restore staffing levels. He cautioned that upcoming budget decisions could lead to further workforce reductions and noted concerns that some recent improvement measures may be short-term rather than long-term solutions.

He welcomed recent rehiring and reallocation efforts and noted their importance in the weeks and months ahead. He also emphasized that in-person counter services, including appointment-based services, should be considered as part of service improvement efforts, citing their potential to improve access for Canadians and support employee morale. He indicated the union’s intent to work collaboratively with management to improve the situation.

The Commissioner encouraged continued reflection on collective efforts to improve the employee experience, emphasizing the importance of recognizing successes, building momentum, and fostering pride in the organization.

The UTE President emphasized the value of continued dialogue and noted that recent developments show signs of improvement. He indicated that the union welcomes recognizing positive progress and expressed interest in continuing to move forward in this spirit.

Comprehensive Expenditure Review and Workforce Adjustment

The AC, Finance and Administration Branch (FAB) recalled that fiscal uncertainty was a key focus at the June 2025 NUMCC meeting. He noted that the CRA has experienced declining funding due to factors such as the sunsetting of the COVID-19 program funding and the conclusion of funding from previous federal budgets. He also noted that the Agency was required to implement reductions under the Refocusing Government Spending Initiative Phase 1, resulting in approximately $155 million in savings for the CRA.

He reminded members that the Phase 2 of the Refocusing Government Spending Initiative was later cancelled and incorporated into the broader Government of Canada Comprehensive Expenditure Review (CER). He noted that, through this process, most federal departments and agencies were asked to identify potential spending reductions of up to 15% by 2028-2029, which for the CRA would represent approximately $700 million in annual reductions.

He shared that the Agency’s CER results were reflected in the federal budget tabled on November 4, 2025. He noted that the budget announced annual savings ramping up to $235.1 million by 2028-2029, once fully implemented. These savings are expected to be achieved primarily through modernization, including improvements to processes and tools and increased use of technology.

He added that additional savings are expected from recent government announcements related to tax measures, including the wind-down of programs such as the Digital Services Tax, the Federal Fuel Charge, the Canada Carbon Rebate for Individuals and Businesses, the Underused Housing Tax, and the Luxury Tax. He noted that as these programs conclude, the associated savings will contribute to achieving the reductions identified through the CER.

He noted that a portion of these savings, $121.6 million ongoing at maturity, will be reinvested to improve service delivery, strengthen compliance activities, and reduce tax debt, with an estimated fiscal impact of $1.1 billion annually from 2028-2029 onwards.

He also reminded that the 2025 budget proposed investments of $634 million over five years for the Agency to protect the integrity of the Canada’s tax system through enhanced compliance measures, as well as to advance key government priorities, including automatic federal benefits and Clean Economy investment tax credits, among others.

He noted that the additional clarity provided through the budget will support the Agency as it moves forward, while acknowledging that some uncertainty remains. He referenced Budget 2025’s commitment to achieve approximately $8 billion in additional spending reductions over three years and indicated that it is not yet clear what contribution may be required from the Agency or what the potential impacts could be. He assured the union that further information would be shared as it becomes available.

In this context, he noted that financial prudence remains a priority as the Agency navigates ongoing uncertainty. He referred to measures implemented in 2024 related to staffing, the moratorium on the conversion of term employees to indeterminate status, and controls on discretionary spending, including travel, overtime, and the use of consultants. He confirmed that these measures will remain in place, with limited exceptions, to maintain appropriate financial controls and support the Agency’s ongoing sustainability.

The AC, HRB noted that the discussions held at the National Workforce Adjustment Committee meetings have been constructive, supporting greater consistency in implementation and helping to support employees through the change process.

She confirmed that the WFA regional committees have been established. She shared that the Terms of Reference were jointly developed by management and the union, establishing a solid foundation for collaboration and mutual trust.

She recalled that the Budget 2025 announced the Government’s intention to reduce the overall size of the public service to approximately 330,000 employees by 2028-2029, including the elimination of 1,000 executive positions. She noted that details on how this will apply to the Agency has not yet been confirmed and that further information will be shared as it becomes available.

She shared that Budget 2025 proposed the Early Retirement Incentive Program and that, in December 2025, the Pension Centre issued preliminary information letters to eligible employees. She added that further details on guidelines and timelines will be shared pending final approvals.

The UTE President stated that it is important for budgetary measures to be applied across the organization, including at the executive level, and expressed concern about the potential workforce impacts of service closures. He emphasized the importance of ongoing discussions and receiving timely updates as measures are implemented. He also noted that it was encouraging to see that the budget includes reinvestments in addition to spending reductions.

The UTE Regional VP for the Southwestern Ontario Region and co-chair of the CRA-UTE National WFA Committee, raised concerns related to the section 6.3.2(b) of the WFA Appendix, including the timing of alternation and the consultation of work units.

He underscored the importance of maintaining local involvement in WFA decision-making, including the participation of directors and regional directors, and noted that changes to local structures have raised concerns.

Duty to Accommodate

The Deputy Assistant Commissioner (DAC), HRB, provided an update on recent changes to the accommodation process, noting that these were communicated through consultations on the corporate policy instrument and discussed in forums including the Well-Being National Advisory Committee.

He explained that feedback indicated that the previous process was often lengthy, complex, and repetitive, with frequent requests for medical information. Effective as of October 6, 2025, changes were implemented to support the CRA’s Accessibility Plan 2023-2025, with the aim of improving efficiency, strengthening HR service delivery, and aligning with the Agency’s People Strategy.

He noted that the revised process removes the mandatory requirement to consult HRB, encouraging supervisors and employees to work collaboratively to identify reasonable accommodation solutions. Supporting materials, including toolkits, awareness videos, information sessions, and FAQs, were developed to support implementation.

He acknowledged that while the launch has been well received, some questions remain and confirmed that ongoing communication and refinements to guidance materials are underway.

The UTE Regional VP for the Pacific Region acknowledged that the revised accommodation process may have reduced complexity for Human Resources (HR); however, she expressed the view that challenges remain, particularly in the context of the Return to On-site Presence (ROOP) mandate. She emphasized that while the duty to accommodate is clear, ROOP has made the process more difficult to implement in practice.

Drawing on her experience, she highlighted a significant increase in accommodation requests, backlogs, and denials, which she attributed to ROOP and on-site work requirements. She also noted that changes in work practices during the pandemic enabled some employees to work effectively with accommodations while working remotely and stressed the importance of maintaining work-life balance and employee dignity.

She referenced the CRA town hall of December 9, 2025, noting that international models discussed also emphasize work-life balance and flexible workloads, and suggested this broader context be considered. She concluded by requesting that accommodation requests be reviewed in a fulsome manner.

The UTE Regional VP for the Greater Toronto Region stated that the union’s involvement in accommodations under the Early intervention and return to work (EIRTW) has been often as a facilitator, a bridge, in ensuring that medical professionals provide the information required to accommodate their members, however, under the Workplace Accommodation Support (WAS), the union’s participation is regarded as “optional”.

The DAC, HRB acknowledged that all parties are continuing to learn through the process and noted that the underlying principles of the accommodation process remain unchanged, though they are being applied in a different context. He recognized that implementation would take time, and that employees and managers will require an adjustment period. He reaffirmed that feedback is welcome and will be considered as the process continues to evolve.

The UTE Regional VP for the Montreal Region, also a member of the Well-Being National Advisory Committee, expressed concern that the process can at times appear focused on management procedures rather than individual needs and highlighted the value of proactively involving the committee to help ensure employees are treated with dignity and receive appropriate support.

The DAC, HRB replied that the process includes escalation mechanisms and is managed on a case-by-case basis. He noted that in more complex cases, HR is engaged to ensure appropriate support and oversight.

Moratorium on the Administrative Conversion of Term Employees

The UTE President stated that the moratorium on the administrative conversion of term employees is a significant irritant, as it prevents indeterminate appointments. He asked about the future of the moratorium, including whether it would be lifted within a foreseeable time and how it will be assessed moving forward.

The AC, HRB stated that, given the ongoing uncertainty and the Agency’s financial situation, it is prudent to maintain the moratorium for the time being. She acknowledged the Union’s concerns and noted that workforce planning is being reviewed based on current information.

The Commissioner highlighted the need to maintain workforce flexibility and agility, noting a focus on resilience through workforce planning and skills development.

The UTE President emphasized the need for a balanced approach to the granting of indeterminate positions across the Agency, particularly between contact centre employees and employees working in other areas. He added that this balance would involve increasing the number of indeterminate positions within call centres, which would lead to greater workforce stability and improved accuracy of responses. He noted that high turnover rates and limited training time can have negative impacts on service quality and performance outcomes.

The UTE Regional VP for the Montreal Region highlighted the need for balance across the Agency, particularly in contact centres, noting challenges related to response accuracy and workforce stability. He indicated that high turnover and limited training time can negatively affect service quality and performance results.

The Commissioner concluded by stating that a more flexible framework, supported by the necessary expertise, would support effective service delivery to Canadians, and noted openness to future discussions aimed at achieving an appropriate balance for the Agency.

Update on Artificial Intelligence at the CRA

The AC, Chief Data Officer and Chief Service Officer, Service, Innovation, and Integration Branch (SIIB), provided an update on the Agency’s approach to artificial intelligence (AI). He noted that since December 2023, the CRA has maintained regular consultations with the UTE on AI, including generative AI, and emphasized the importance of early and meaningful engagement.

He shared that the Agency’s AI Strategy focuses on empowering employees through responsible innovation, improved access to AI tools, and a feedback-driven approach to strengthen readiness, training, and governance. He highlighted that key union priorities, job security, fairness, and privacy, are reflected in the AI Strategy.

He further noted the launch of the Agency AI Governance Committee in the fall of 2025 which provides enterprise oversight, risk mitigation, and cross-branch coordination. He explained that the Committee supports ethical and value-driven AI use, prioritizes cross-functional initiatives, monitors emerging technologies, and engages stakeholders, which aligns with the CRA’s 2025-2028 AI Strategy.

As part of the 100-Day Service Improvement Plan, he shared that the Service Feedback Program has deployed Genni, the CRA’s in-house virtual assistant, to help manage service and staffing pressures. Genni supports recurring tasks such as summarizing complaints, identifying service issues, and drafting correspondence.

He acknowledged concerns raised in recent PSAC statements related to AI, particularly regarding its impact on employees and the importance of service delivery. He emphasized that the objective is to reduce routine tasks so employees can focus on work requiring human judgment, empathy, and problem-solving, supporting improved outcomes for Canadians and trust in the tax system.

He concluded by sharing that the Agency is currently assessing Copilot for use with Protected B information, which, if approved, would significantly expand its application across programs.

The Regional VP for the National Capital Region raised concerns regarding the perceived shift of responsibility to end users rather than the technology itself, noting potential risks for employees in relation to AI integrity. He also raised concerns about the use of AI for translation, citing feedback from members regarding translation quality and the potential reputational impact on the Agency.

Digital Services Update

The AC, ABSB provided an update on the Robotic Process Automation (RPA) team, noting ongoing collaboration to implement automations that improve employee satisfaction and service to Canadians. She explained that the Robotic Process Automation is a software that automates workload tasks that are manual, administrative, repetitive, or prone to human error. These tasks, when automated, allow employees to shift focus to work that is more interesting, more enjoyable, and ultimately more valuable for the CRA.

She also emphasized the importance of supporting employees through this transition and noted that learning materials and resources are being developed to help employees understand how the GenAI Chatbot works and how it can support their roles, as part of broader service modernization efforts.

Closing Remarks

In closing, the Commissioner reiterated the importance of the Agency’s work for all Canadians. He emphasized the need for the Agency to continue innovating, adapting, and evolving to support the important work conducted by employees. He concluded by thanking participants for the productive discussions.

The UTE President thanked participants for the discussions, noting that 2025 has been a challenging year for the workforce. He reaffirmed the Union’s commitment to support members, emphasized the importance of collaboration and purposeful discussions, and highlighted the need to improve internal systems. He concluded by expressing hope that 2026 will bring positive developments for employees.