2026-2027 Departmental Plan
Table of Contents
- At a glance
- Message from the Minister
- Message from Chair of the Board of Directors
- Message from Chief Executive Officer
- Plans to deliver on core responsibilities and internal services
- Department-wide considerations
- Planned spending and human resources
- Federal tax expenditures
- Corporate information
- Definitions
At a glance
This departmental plan details Invest in Canada’s priorities, plans, and associated costs for the upcoming three fiscal years.
These plans align with the priorities outlined in the Mandate Letter, as well as Invest in Canada’s Vision, mission, raison d’être and operating context.
Key priorities
Invest in Canada identified the following key priorities for 2026-27:
- Advance Canada’s long-term economic competitiveness in key sectors: Invest in Canada will harness the country’s key strengths and secure investments in energy, advanced manufacturing, defence, life sciences, value-add agriculture and critical minerals. Invest in Canada will also continue to build relationships with institutional investors and sovereign wealth funds to identify opportunities for nation-building investments which will position Canada for long-term economic success.
- Expand Global Partnerships: In 2026-27, Invest in Canada will focus on expanding relationships with key global economies that share Canada’s strategic outlook, thereby reducing reliance on any single trading partner. Enhanced marketing initiatives and targeted business intelligence will be deployed to engage these jurisdictions and their decision-makers, reinforcing Canada’s position as destination of choice for foreign direct investment.
- Collaborate with partners to explore emerging opportunities: Invest in Canada will remain responsive to emerging opportunities in sectors such as artificial intelligence, quantum computing, and defence manufacturing. These emerging sectors involve multiple government stakeholders and evolving policy frameworks. The organization will collaborate with partners to identify clear investment attraction opportunities and determine our role in supporting these sectors. Invest in Canada will also evaluate and assess new government priorities and policies as they continue to evolve.
Comprehensive Expenditure Review
The government is committed to restraining the growth of day-to-day operational spending to make investments that will grow the economy and benefit Canadians.
As part of meeting this commitment, Invest in Canada is planning the following spending reductions:
- 2026-27: $2,457,000
- 2027-28: $3,276,000
- 2028-29: $4,200,000
It is anticipated that these spending reductions will involve a decrease of fewer than 10 full-time equivalents by 2028-29.
Invest in Canada will achieve these reductions by doing the following:
- Streamlining marketing and branding activities, including international marketing, and domestic initiatives.
- Realigning services to investors by reducing in-market travel and focusing on priority markets.
- Reducing operational costs by finding efficiencies in partner tools, data, and internal services.
The figures in this departmental plan reflect these reductions.
Highlights for Invest in Canada in 2026-27
In 2026-27, Invest in Canada will carefully manage its spending reductions while continuing to support the organization’s key priorities. Over the year, Invest in Canada will continue to enhance global understanding of Canada’s investment advantages through coordinated marketing and digital campaigns, attract transformational investments in priority sectors by delivering targeted services and exploring high-growth and diversified markets, and strengthen partner support with intelligence and through collaboration across all levels of government and regions.
In 2026-27, total planned spending (including internal services) for Invest in Canada is $23,411,445 and total planned full-time equivalent staff (including internal services) is 66.
Summary of planned results
The following provides a summary of the results the department plans to achieve in 2026-27 under its main areas of activity, called “core responsibilities.”
Core responsibility 1: Foreign Direct Investment Attraction
Invest in Canada’s mandate is to attract, facilitate and coordinate foreign direct investment (FDI) across government entities, the private sector, and other stakeholders. Invest in Canada’s core responsibility is to lead the Government of Canada’s FDI attraction efforts by making Canada top-of mind for foreign investors and providing services in support of investor decisions to expand into Canada. In doing so, Invest in Canada’s efforts will support economic prosperity and stimulate sustainable innovation in Canada.
Planned spending: $23,411,445
Planned human resources: 56
More information about Foreign Direct Investment Attraction can be found in the full plan.
For complete information on Invest in Canada’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.
Back to topMessage from the Minister
The Honourable Maninder Sidhu
Minister of International Trade
As the Minister of International Trade, I have made it a priority to ensure that Canada is viewed as a valuable and reliable economic partner on the global stage.
Recognizing the changing dynamics of global trade and the growing importance of geopolitical awareness, the Government of Canada is taking steps to meet unprecedented challenges by strengthening and diversifying global trading relationships, reinforcing domestic industries and ensuring strategic investments from abroad.
Canada’s robust foreign direct investment (FDI) performance in recent years, underscores the critical role of investment in advancing sustainable economic growth, innovation, and job creation, while reflecting continued global confidence in Canada’s economy.
In the years ahead, the Government plans to build on this momentum to grow the economy, making it more resilient, attractive and future-ready. Strategic investments in clean technology, defence, infrastructure modernization, and sustainable resource development, grounded in climate competitiveness goals and Indigenous partnerships, are central to this vision.
Invest in Canada in collaboration with the Trade Commissioner Service and other federal partners, has the tools it needs to showcase Canada’s value proposition on the global stage. Now more than ever, it is critical that partners work efficiently to deliver our programs while we innovate to stay ahead of global competition.
I am confident that Invest in Canada is pivotal to strengthening the Canadian economy. I am committed to working with the organization as it continues to support the Government’s priorities and contribute to the expansion of Canada’s global economic relationships.
Message from Chair of the Board of Directors
Karl Tabbakh
Chair of Board
Since 2018, Invest in Canada has been driving global investment into Canada. In that time, the organization has been ever agile in its program delivery. Over the last year, Invest in Canada demonstrated that it is well-positioned to navigate new challenges and create opportunities for Canada in a rapidly changing and complex operating environment.
Invest in Canada plays an important role in not only showcasing our country’s investment attractiveness key sectors, but also facilitating transformative investments into Canada. Invest in Canada ensures that global companies receive customized solutions and can navigate Canada’s business environment seamlessly and efficiently. To do so, the organization has built relationships in all orders of government across the country to facilitate investments and to promote Canada’s diverse regions on the global stage for investments.
Fiscal year 2026-27 will demand even more from Invest in Canada to bring forward global investments to strengthen Canada’s economy. Invest in Canada is poised to deliver on its mandate to promote, facilitate and attract foreign direct investments, harnessing the power of global resources to further grow our economy and create high-paying careers.
The Board of Directors looks forward to working closely with Invest in Canada’s management team, offering strategic guidance and support to help grow Canada’s global brand, attract strategic investment, and build strong partnerships that reinforce Canada’s position in the global economy.
Message from Chief Executive Officer
Laurel Broten
Chief Executive Officer
Invest in Canada’s 2026-27 Departmental Plan reflects the aspirations of Canada in this moment to build big things and deliver on what Canada has and what the world needs. While we seek to build on the foundations of success established over the past years, we are committed to finding new areas, sectors and geographies of opportunity. Through strengthening our partnerships, cooperation and information sharing, we know we can deliver the most for Canada by way of the strongest and most collaborative Team Canada approach to investment attraction yet. As global economic conditions continue to evolve, Invest in Canada will focus on how we can best refine our strategies to ensure that we continue to deliver on our mandate in an efficient, effective and timely way.
Amidst shifting global realities, Invest in Canada is steadfast in maintaining an unwavering focus on promoting Canada as an ideal investment destination and on attracting and facilitating strategic high impact investments in priority sectors, such as critical minerals, energy, resource development, advanced manufacturing, sustainable technologies, value added agriculture and agri-food, and life science and biomanufacturing.
While at the same time, Invest in Canada will remain responsive to emerging opportunities in sectors such as artificial intelligence and defense manufacturing. We will work with partners to identify clear investment attraction prospects and to determine a collaborative path forward to advancing these sectors.
Budget 2025 highlighted Canada’s vision for a long-term economic strategy anchored on four objectives: harnessing Canada’s strengths as an energy superpower, investing in major nation-building projects, unifying the economy to build a more integrated domestic market and diversifying trade to a more resilient network of partners. Invest in Canada is committed to being at the forefront of these endeavors through our continued focus in attracting greenfield and brownfield investments and reinvestments as well as targeted capital investments into priority projects and opportunities.
Finally, Invest in Canada is privileged to highlight Canada’s strengths and value proposition on the world stage. Our marketing initiatives, such as leveraging international events that showcase Canada to global investors, will be thoughtfully planned with partners across all orders of government to ensure a Team Canada approach. Our varied initiatives will be grounded in evidence and market intelligence to ensure our efforts are targeted and impactful.
This year, more than ever, Invest in Canada is focused on working efficiently, while building on the organization’s successes and proven tactics to explore new, innovative approaches to support the priorities of the Government. We look forward to sharing Canada’s past successes and future potential with business leaders and investors across the globe.
Back to topPlans to deliver on core responsibilities and internal services
Core responsibilities and internal services:
Core responsibility 1: Foreign Direct Investment Attraction
In this section
Description
Invest in Canada’s core responsibility is to lead Government of Canada's Foreign Direct Investment attraction efforts by making Canada Top-of-Mind for foreign investors and providing services in support of investor decisions to expand in Canada.
Quality of Life Impacts
Invest in Canada’s core responsibility of leading the Government of Canada’s foreign direct investment attraction efforts contributes to the Quality of Life Framework for Canada domains Prosperity and Environment and, more specifically, the indicators related to firm growth and employment and greenhouse gas emissions, through the activities carried out under this core responsibility.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Foreign Direct Investment Attraction. Details are presented by departmental result.
Table 1: Canada is promoted as a foreign direct investment destination
Table1 provides a summary of the target and actual results for each indicator associated with the results under Foreign Direct Investment Attraction.
|
Departmental Result Indicators |
Actual Results | 2026-27 Target | Date to achieve target |
|---|---|---|---|
| Number of target audience individuals exposed to IIC’s promotional activities (content and events combined) | 2022–23: 2,100,000 2023–24: 4,389,000 2024-25: 3,800,000 |
1,000,000 | March 31, 2027 |
| Number of unique reach of promotional campaigns | 2022–23: 33,200,000 2023–24: 33,900,000 2024–25: 32,500,00 |
15,500,000 | March 31, 2027 |
| Net Promoter Score | 2022–23: -0.6 2023-24: 12.96 2024–25: 0.8 |
NA | March 31, 2028 |
Table 2: Investors are investing or expanding in Canada through the support of IIC services
|
Departmental Result Indicators |
Actual Results | 2026-27 Target | Date to achieve target |
|---|---|---|---|
| Number of new investments or expansions supported by IIC | 2022-23: 27 2023-24: 30 2024-25: 27 |
20 | March 31, 2027 |
| Number of investors receiving IIC services | 2022-23: 148 2023-24: 129 2024-25: 238 |
200 | March 31, 2027 |
Table 3: Partners have access to services and tools to support their investment attraction efforts
|
Departmental Result Indicators |
Actual Results | 2026-27 Target | Date to achieve target |
|---|---|---|---|
| Number of products (Sector Fact Sheet, Reports, Data sets, etc.) developed and shared with partners | 2022-23: 352 2023-24: 661 2024-25: 639 |
600 | March 31, 2027 |
| Number of Federal, Provincial and City partners accessing data and information on the Invest in Canada InfoZone partner portal to support investment promotion activities | 2022-23: 614 2023-24: 753 2024-25: 1,157 |
1,000 | March 31, 2027 |
Additional information on the detailed results and performance information for the Invest in Canada’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Foreign Direct Investment Attraction in 2026-27.
Canada is promoted as a foreign direct investment destination
Promoting Canada as a leading destination for foreign direct investment remains a core priority for Invest in Canada and a key driver of economic growth, job creation, and innovation. In 2026–27, the organization will build on its integrated promotional strategy combining marketing, targeted outreach, events and global partnerships to highlight Canada’s strengths in energy, clean technology, advanced manufacturing, life sciences, bio-manufacturing, and value-added agriculture. Working closely with the Trade Commissioner Service and federal partners, Invest in Canada will advance an efficient, coordinated approach to investment promotion that highlights Canada as a favourable environment for foreign investments that grows our economy and creates high-paying careers.
Results we plan to achieve
- Enhance global awareness of Canada’s investment advantage through coordinated marketing and digital campaigns, highlighting Canada’s strengths in talent, resources, market access, resilience, rule of law, and tax competitiveness.
- Increase consideration of Canada by global investors and corporate decision-makers in priority sectors, as a premier destination for foreign direct investment.
- Leverage interdepartmental collaboration and efficiency by working closely with network of partners to create coordinated appearances for key events, speaking opportunities, sector roundtables and other initiatives.
Investors are investing or expanding in Canada through the support of IIC services
Invest in Canada will continue to facilitate traditional greenfield and brownfield investment by providing targeted business advisory services, sustained investor engagement, and coordinated aftercare support. The organization will help ensure that both new and existing investments succeed and expand in Canada as well as reinforce Canada’s reputation as a trusted and forward-looking investment destination. Invest in Canada will also deepen its relationships with institutional investors, such as sovereign wealth funds, by proactively engaging with them to understand their investment priorities. The organization will continue to work closely with partners across Canada, including the Major Projects Office, to identify transformational projects that are ready for investment.
Results we plan to achieve
- Deliver targeted services, tools, site visits to help attract and land transformational investments in Canada’s priority sectors.
- Explore high-growth markets for global investors to strengthen relationships and present strategic opportunities for investment.
- Enhance investors knowledge of the different Canadian regions and their investment advantages.
Partners have access to services and tools to support their investment attraction efforts
In 2026–27, Invest in Canada will strengthen coordination with federal, provincial, territorial, municipal, and Indigenous partners to advance a data-driven, client-focused approach to investment promotion as outlined in the Foreign Direct Investment Attraction Strategy. Invest in Canada will continue to provide partners access to modern tools, business intelligence, and shared insights that improve responsiveness to investor needs and promote consistent, evidence-based messaging.
Results we plan to achieve
- Enhance the suite of sector and region-specific products, tools and market intelligence data that support partners’ investment attraction efforts.
- Expand partner access to InfoZone while streamlining functionality to ensure a more efficient, user-friendly experience.
- Enhance relationships with all Invest in Canada partnerships across all levels of Government, regions, provinces and the private sector.
Gender-based Analysis Plus
Invest in Canada is committed to incorporating gender-based analysis plus (GBA Plus) into its policies to promote inclusive outcomes for Canadians. As an employer, Invest in Canada evaluates jobs fairly based on their value to address the undervaluation of women’s work and help close the gender pay gap. Pay equity continues to be a key performance indicator of Invest in Canada’s GBA Plus program. Furthermore, the organization is committed to ensuring its HR policies reflect current inclusive and equitable practices. The organization undertook an HR policy audit to identify opportunities to better support our diverse team, and more specifically, to better respond to systemic gender-based inequities. Based on their recommendations, the organization will update its practices and policies. Additionally, Invest in Canada will continue to support GBA Plus through the implementation of our Diversity Equity and Inclusion (DEI) Strategy and Action Plan. The organization measures the impact of our DEI and GBA Plus program on employment equity groups, including women, through our DEI Measurement Framework.
An important part of Canada’s value proposition includes its diversity advantage. Many investors with whom Invest in Canada works understand the value of a diverse workforce. Through Invest in Canada’s integrated advertising campaigns and content marketing, Invest in Canada highlights Canada’s value proposition as a highly educated and diverse workforce.
Planned resources to achieve results
Table 4: Planned resources to achieve results for Foreign Direct Investment Attraction
Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.
|
Resource |
Planned |
|---|---|
| Spending | $23,411,445 |
| Full-time equivalents | 56 |
Complete financial and human resources information for the Invest in Canada’s program inventory is available on GC InfoBase.
Program inventory
Foreign Direct Investment Attraction is supported by the following programs:
- Marketing
- Investor Services
- Data Partnerships and Pan-Canadian Collaboration
Additional information related to the program inventory for Foreign Direct Investment Attraction is available on the Results page on GC Infobase.
Summary of changes to reporting framework since last year
Invest in Canada has changed the reporting frequency of its departmental results indicator, Net Promoter Score. The organization will report on the Net Promoter Score every two years, beginning in 2027-28.
Internal services
In this section
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- material management services
- management and oversight services
- real property management services
Plans to achieve results
Invest in Canada’s internal services support the organization’s delivery of support to partners through the maintenance of its bespoke information sharing portal, InfoZone. The implementation and continued optimization of a technology-based avenue to share intelligence and data is critical to the organization’s pan-Canadian efforts.
In support of human resources, in 2026-27, Invest in Canada will implement its suite of enhanced human resources policies that address barriers to equity and inclusion, identified in its policy audit. This includes revisions to the Staffing Policy to reflect changes to practices and process and the adoption of a new applicant tracking system. The organization aims to integrate its human resources programs to better reflect the interconnectedness of health and safety, mental health, DEI, and employee engagement. Invest in Canada will also continue to implement accessibility best practices and engage its DEI Committee to ensure human resources initiatives reflect the needs of its employees.
Invest in Canada will continue to leverage technology and artificial intelligence, like Copilot to enhance productivity and improve and streamline internal tasks.
The organization will also continuously reflect on and evaluate the services it provides, using insights and intelligence to better understand evolving needs, refine its approach, and ensure it consistently delivers operational excellence.
Planned resources to achieve results
Table 5: Planned resources to achieve results for internal services this year
Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.
|
Resource |
Planned |
|---|---|
| Spending | $6,448,711 |
| Full-time equivalents |
10 |
Complete financial and human resources information for the Invest in Canada’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to have been fully implemented by the end of 2024-25.
In 2024, Invest in Canada developed a procurement plan for the Mandatory Minimum Five Percent Indigenous Procurement Target. The plan identifies the potential areas under each program where there are opportunities for Indigenous businesses to contribute to and support Invest in Canada’s services over the upcoming years such as separate contracts for certain creative work services and implementing conditional set-asides for Indigenous business capacity to fulfill the requirements.
Invest in Canada continues to ensure the alignment of internal policies and processes to support its achievement of the Mandatory Procedures for Contracts Awarded to Indigenous Businesses and will continue to monitor this alignment going forward. The importance of this commitment will be continuously communicated to employees to encourage fund centre managers to allocate procurement budgets toward Indigenous businesses.
Invest in Canada will continue to build on information training sessions led by Indigenous Services Canada and the Canada School of Public Service to ensure that its procurement professionals have access to appropriate training, including the mandatory course, Indigenous Considerations in Procurement (COR409), from the Canada School of Public Service.
Table 6: Percentage of contracts planned and awarded to Indigenous businesses
Table 6 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
| 5% reporting field | 2024-25 Actual Result | 2025-26 Forecasted Result | 2026-27 Planned Result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 13.61% | 12.29% | 16.51% |
Department-wide considerations
Related government priorities
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
Invest in Canada takes into account the Government of Canada’s commitment to the Federal Implementation Plan for the 2030 Agenda for Sustainable Development and achieving commitments to the UN Sustainable Development Goals as it plans the strategic initiatives and activities for the fiscal year. To illustrate, Invest in Canada works on attracting and facilitating investments in key sectors of the economy that support the Government’s efforts on SDG 13: Climate Action. This includes promoting Canada’s capacity in the energy transition sector.
More information on Invest in Canada’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.
Artificial Intelligence
In 2026-27, Invest in Canada will continue its strategic deployment of its Artificial Intelligence (AI)-tool within the organization. By integrating AI powered support directly into its internal suite of software, the organization hopes to help teams work more efficiently, make informed decisions, and stay focused on high-value tasks. The integration of AI allows users to automate routine processes, generate insights from data, draft communications, and collaborate more effectively. Invest in Canada has deployed an approved AI tool to a group of employees across business units to innovate and deliver results with greater efficiency and confidence. In the year ahead, the organization will continue to provide access to this approved AI tool. To support the management and governance of the use of AI, Invest in Canada has developed a Generative Artificial Intelligence Acceptable Use Policy for staff to ensure responsible use of publicly available tools and approved AI tools.
Key risks
Invest in Canada monitors its operational risks regularly and updates its enterprise risk profile annually to reflect the unique pressures that face the organization. To better support the advancement of its priorities in 2026-27, Invest in Canada will continue to implement its Enterprise Risk Management Strategy to manage risk at all levels, and by fostering a strong risk culture across the organization. Invest in Canada has established systems and controls to annually identify and assess risks within its Enterprise Risk Profile, ensuring effective mitigation or resolution. As the organization matures, risks to the organization change and Invest in Canada reviews and adapts strategies to ensure that risks are managed. The Board of Directors plays an important role in the oversight of risks.
For 2026-27, Invest in Canada will continue to monitor top risk areas that are being tracked and addressed in 2025-26, including: reputation and brand; protection of information; service delivery; change management; and cybersecurity. The organization will monitor global and domestic developments and their potential impact on foreign direct investment.
Back to topPlanned spending and human resources
This section provides an overview of Invest in Canada’s planned spending and human resources for the next three fiscal years and of planned spending for 2026-27 with actual spending from previous years.
In this section
Spending
This section presents an overview of the department's planned expenditures from 2023-24 to 2028-29.
Analysis of planned spending by core responsibility
Spending from 2023-28 reflects funding for Invest in Canada at a steady state. These include the Budget 2024 Refocusing Government Spending initiative starting in 2026-27.
Budgetary performance summary
Table 7 Three-year spending summary for core responsibilities and internal services (dollars)
Table 7 presents Invest in Canada’s spending over the past three years to carry out its core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are forecasted based on spending to date.
| Core responsibilities and internal services | 2023-2024 Actual Expenditures | 2024-25 Actual Expenditures | 2025-2026 Forecast Spending |
|---|---|---|---|
| Foreign Direct Investment Attraction | $28,116,015 | $25,550,394 | $26,218,845 |
| Subtotal(s) | $28,116,015 | $25,550,394 | $26,218,845 |
| Internal services | $6,155,728 | $7,193,160 | $6,536,311 |
| Total(s) | $34,271,743 | $32,743,554 | $32,755,156 |
Analysis of the past three years of spending
Invest in Canada was formally established on March 12, 2018. Spending from 2023-25 reflects funding for Invest in Canada at a steady state, including the government's actions to refocus spending.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 8 Planned three-year spending on core responsibilities and internal services (dollars)
Table 8 presents Invest in Canada’s planned spending over the next three years by core responsibilities and for internal services.
| Core responsibilities and internal services | 2026-27 Planned Spending | 2027-28 Planned Spending | 2028-29 Planned Spending |
|---|---|---|---|
| Foreign Direct Investment Attraction | $23,411,445 | $22,607,174 | $21,967,954 |
| Subtotal | $23,411,445 | $22,607,174 | $21,967,954 |
| Internal services | $6,448,711 | $6,452,382 | $6,184,602 |
| Total | $29,860,156 | $29,059,556 | $28,152,556 |
Analysis of the next three years of spending
After seven years of operation, Invest in Canada has established internal planning and budgeting processes that ensure that actual spending and initiatives in support of the core responsibility are executed in line with the planned spending and budgetary spending indicated in the Main Estimates. These include the Budget 2024 Refocusing Government Spending initiative starting in 2026-27.
More detailed financial information on planned spending is available on the Finances section of GC Infobase.
Table 9: Budgetary gross and net planned spending summary (dollars)
Table 9 reconciles gross planned spending with net spending for 2026-27.
| Core responsibilities and Internal services | 2026-27 Gross planned spending (dollars) | 2026-27 Planned revenues netted against spending (dollars) | 2026-27 Planned net spending (authorities used) |
|---|---|---|---|
| Foreign Direct Investment Attraction | $23,411,445 | NIL | NIL |
| Subtotal | $23,411,445 | NIL | NIL |
| Internal services | $6,448,711 | NIL | NIL |
| Total | $29,860,156 | NIL | NIL |
Analysis of budgetary gross and net planned spending summary
Invest in Canada has established internal planning and budgeting processes that ensure that actual spending and initiatives in support of the core responsibility are executed in line with the planned spending and budgetary spending indicated in the Main Estimates. These include the Budget 2024 Refocusing Government Spending initiative starting in 2026-27.
Information on the alignment of Invest in Canada’s spending with Government of Canada’s spending and activities is available on GC InfoBase.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
Graph 1: Approved funding (statutory and voted) over a six-year period
Graph 1 summarizes the department's approved voted and statutory funding from 2023-24 to 2028-29.
Text description of Graph 1
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2023-24 | $33,986,146 | $33,986,146 | $0 |
| 2024-25 | $33,075,156 | $33,075,156 | $0 |
| 2025-26 | $32,755,156 | $32,755,156 | $0 |
| 2026-27 | $29,860,156 | $29,860,156 | $0 |
| 2027-28 | $29,059,556 | $29,059,556 | $0 |
| 2028-29 | $28,152,556 | $28,152,556 | $0 |
Analysis of statutory and voted funding over a six-year period
Invest in Canada’s funding profile has matched the maturation of the organization. Invest in Canada is responsible for all employee benefits and pension contributions annually. These include the Budget 2024 Refocusing Government Spending initiative starting in 2026-27 and the Comprehensive Expenditure Review.
For further information on Invest in Canada’s departmental appropriations, consult the 2026-27 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of Invest in Canada’s operations for 2025-26 to 2026-27.
Table 10 Future-oriented condensed statement of operations for the year ended March 31, 2027 (dollars)
Table 10 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025-26 to 2026-27. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
| Financial information |
2025-26 Forecast results |
2026-27 Planned results | Difference (planned results minus forecasted) |
|---|---|---|---|
| Total expenses | $34,343,000 | $30,560,000 | ($3,783,000) |
| Total revenues | $0 | $0 | $0 |
| Net cost of operations before government funding and transfers | $34,343,000 | $30,560,000 | ($3,783,000) |
Analysis of forecasted and planned results
Spending from 2025-27 reflects funding for Invest in Canada at a steady state, including the government's actions to refocus spending.
A more detailed Future-Oriented Statement of Operations and associated Notes for 2026-27, including a reconciliation of the net cost of operations with the requested authorities, is available on Invest in Canada’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2023-24 to 2028-29.
Table 11: Actual human resources for core responsibilities and internal services
Table 11 shows a summary of human resources, in full-time equivalents, for Invest in Canada’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the 2025–26 fiscal year are forecasted based on year to date.
| Core responsibilities and internal services | 2023-24 Actual full-time equivalents | 2024-25 Actual full-time equivalents | 2025-26 Forecasted full-time equivalents |
|---|---|---|---|
| Foreign Direct Investment Attraction | 57 | 57 | 56 |
| Internal services | 10 | 10 | 10 |
| Total | 67 | 67 | 66 |
Analysis of human resources for the next three years
Invest in Canada’s human resources has matched the growth and maturation of the organization. The number of full-time equivalents reflects the organization’s capacity needs to deliver its services, while remaining within its approved budget.
Table 12: Human resources planning summary for core responsibilities and internal services
Table 12 shows information on human resources, in full-time equivalents, for each of Invest in Canada’s core responsibilities and for its internal services planned for the next three years.
| Core responsibilities and internal services | 2026-27 Planned full-time equivalents | 2027-28 Planned full-time equivalents | 2028-29 Planned full-time equivalents |
|---|---|---|---|
| Foreign Direct Investment Attraction | 56 | 55 | 49 |
| Subtotal | 56 | 55 | 49 |
| Internal services | 10 | 10 | 9 |
| Total | 66 | 65 | 58 |
Analysis of human resources over the last three years
Invest in Canada’s human resources has matched the growth and maturation of the organization. The planned number of full-time equivalents reflects the organization’s capacity needs at a steady state and within the current mandate and scope to deliver its services, while remaining within its approved budget. These include the Comprehensive Expenditure Review initiative starting in 2026-27. It is anticipated that these spending reductions will involve a decrease of fewer than 10 full-time equivalents by 2028-29.
Back to topFederal tax expenditures
Invest in Canada’s Departmental Plan does not include information on tax expenditures.
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.
This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
Back to topCorporate information
Departmental profile
Appropriate minister(s): The Honourable Maninder Sidhu , P.C., M.P.
Institutional head: Laurel Broten
Ministerial portfolio: International Trade
Enabling instrument(s): Invest in Canada Act
Year of incorporation / commencement: 2018
Other: Invest in Canada is headquartered in Ottawa and is a departmental corporation, overseen by a board of directors (the board) accountable to the Minister of International Trade. The board is composed of up to eleven (11) part-time directors, including a Chairperson, Vice-Chairperson, and an ex-officio director, the Deputy Minister of the designated Minister. Apart from the Deputy Minister, all positions are appointed by Order-in-Council to hold office for terms not exceeding three years and are eligible for reappointment in the same or another capacity. A complete list of current board appointees is available on Invest in Canada’s website.
The board supervises and manages Invest in Canada’s business and affairs and advises the Minister and the Chief Executive Officer on matters relating to the organization’s mandate. The Chief Executive Officer is responsible for Invest in Canada’s day-to-day operation.
Invest in Canada’s enabling legislation provides the framework and powers of the organization. It also provides Invest in Canada authority over matters relating to human resources management, contracting, communications, travel and hospitality and other general administrative functions.
Invest in Canada works globally, in partnership with Global Affairs Canada and its Trade Commissioner Service, other federal departments, and provincial and municipal investment attraction offices, to promote Canada as a destination for foreign direct investment.
Departmental contact information
Mailing address: 155 Queen Street, suite 1400, Ottawa, ON, K1P 6L1
Email: CorporateServices@invcanada.ca
Website(s): https://www.investcanada.ca
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appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of an appropriated department over a 3year period. Departmental Plans are usually tabled in Parliament each spring.
departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
full‑time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
government priorities (priorités gouvernementales)
For the purpose of the 2026-27 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the 2025 Speech from the Throne.
horizontal initiative (initiative horizontale)
An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (entreprise autochtones)
Requirements for verifying Indigenous businesses for the purposes of the departmental result report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.
non‑budgetary expenditures (dépenses non budgétaires)
Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.
performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.
plan (plan)
The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat)
A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.