Canadian Heritage’s 2021-2022 Departmental Sustainable Development Strategy Report

October 2022

On this page

• Canadian Heritage’s 2021-2022 Departmental Sustainable Development Strategy Report
• 1. Introduction to the Departmental Sustainable Development Strategy
• 2. Sustainable development in the Department of Canadian Heritage
  • Greener celebration and commemoration programs and services
  • Green investments
  • Sustainable practices
  • Environmentally friendly workplace
  • Environmentally friendly initiatives and best practices
• 3. Departmental performance by FSDS goal
  • Context: Greening Government
• 4. Report on integrating sustainable development
  • Policy coherence for development
  • Leadership
  • Environmental Scans and Research Efforts
  • Environmental Provisions

Alternate format

2021-2022 Departmental Sustainable Development Strategy Report [PDF version - 346 KB]

List of acronyms and abbreviations

CCI

Canadian Conservation Institute

CMMD

Contracting and Material Management Directorate

COVID-19

Coronavirus disease

DSDS

Departmental Sustainable Development Strategy

FSDA

Federal Sustainable Development Act

FSDS

Federal Sustainable Development Strategy

GHG

Greenhouse gas

HRWMB

Human Resources and Workplace Management Branch

IT

Information Technology

PCH

Canadian Heritage

PSPC

Public Service and Procurement Canada

SEA

Strategic Environmental Assessment

UN

United Nations

Canadian Heritage’s 2021-2022 Departmental Sustainable Development Strategy Report

This report on progress supports the commitment in the Federal Sustainable Development Act (FSDA) to make environmental decision-making more transparent and accountable to Parliament. It also contributes to an integrated, whole-of-government view of activities supporting environmental sustainability.

The departmental information reported accounts for information previously prepared in accordance with Canadian Heritage’s 2020 to 2023 Departmental Sustainable Development Strategy (DSDS).

1. Introduction to the Departmental Sustainable Development Strategy

The 2019 to 2022 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada’s sustainable development goals and targets, as required by the Federal Sustainable Development Act. In keeping with the purpose of the Act, to provide the legal framework for developing and implementing a Federal Sustainable Development Strategy that will make sustainable development decision-making more transparent and accountable to Parliament, Canadian Heritage has developed this report to demonstrate progress in implementing its Departmental Sustainable Development Strategy (DSDS).

2. Sustainable development in the Department of Canadian Heritage

Canadian Heritage’s 2020 to 2023 DSDS describes the Department’s actions in support of achieving the FSDS goal of Greening Government. This report presents available results for departmental actions pertinent to this goal. Previous years’ reports are posted on the Canadian Heritage website.

This report details Canadian Heritage’s individual departmental actions that support the targets and/or goals of the 2019 to 2022 FSDS. For information on the Government of Canada’s overall progress on the targets of the FSDS, please see the FSDS Progress Report, which, per the requirements of the strengthened Federal Sustainable Development Act, is released at least once in each three-year period.

Greener celebration and commemoration programs and services

Environmental considerations continue to be part of the planning and delivery of in-person national events managed by the Department as it looks to the future. Due to COVID-19 public health regulations put in place to ensure Canadians’ safety, the Department continued with a virtual Canada Day celebration in 2021. Online events introduced a number of new virtual elements to Canada’s national celebrations. For example, rather than offering promotional items such as stickers and pins, which often get discarded, the Celebrate Canada program promoted a virtual activity kit made available to organizations hosting Canada Day celebrations. This virtual kit showcased activities from partners such as other government departments and national museums for Canadians to enjoy. The Celebrate Canada program also supported organizations that requested to use their funding for environmentally friendly alternatives to fireworks.

Green investments

The Department uses its funding mechanisms to facilitate sustainability practices. The Department also supports stakeholders under its portfolio by conducting research and analysis of sustainability practices, exploring energy sustainability for heritage institutions, and measuring the environmental impact of investments in the cultural sector. For example:

• The Canada Cultural Spaces Fund supports cultural and heritage institutions in their efforts to reduce the environmental impact of their facilities and activities.
• Sport Canada is exploring opportunities to encourage funded organizations to support and adopt solutions to lower carbon emissions or adopt other green practices.
• The Canadian Conservation Institute (CCI) advises heritage institutions (via facility assessment and preventive conservation technical services) on how to optimize preservation of their collections. This advice often focuses on the building envelope and mechanical systems, which may also lead to energy savings. The CCI is also currently supporting stakeholders to combat climate change and its impact on heritage by investing in a Geographic Information System to help Canadian Heritage institutions reduce their energy consumption and adapt to hazards and risks. This research project will help identify heritage institutions most exposed to certain hazards, some of which are directly related to climate change (e.g., wildfires, extreme weather events, etc.).
• The Canada Cultural Investment Fund – Strategic Initiatives is supporting the launch of the Creative Green Tools Canada Program. The Creative Green Tools are a comprehensive set of carbon calculation and reporting tools designed specifically for the arts and culture sector, and adapted for the Canadian context from resources developed by United Kingdom charity, Julie’s Bicycle. The project partners will manage the program, providing training, support, and educational resources so arts and heritage organizations will be able to use these tools to track, understand, and reduce their environmental impact.

Sustainable practices

Canadian Heritage is working with programs to evaluate the option of carbon offset credits as an eligible expense. Transfer payments including grants, contributions, and other transfer payments (as defined in the Policy on Transfer Payments), are one of the government’s key instruments in furthering its commitments and priorities. Through the Greening Government Strategy, grants and contributions program recipients may use the purchase of carbon offset credits as an eligible expense, subject to the transfer payment program’s Terms and Conditions.

Additionally, in response to the requirements of the COVID-19 pandemic, Canadian Heritage made several technological advancements to facilitate digital transformation. Changes included e-mail migration to a new, integrated platform making it possible to streamline collaboration across business tools. The changes ensured a seamless experience for Canadians when accessing information and programs while decreasing the Department’s carbon footprint.

Environmentally friendly workplace

Human Resources and Workplace Management Branch (HRWMB) has taken proactive measures to reduce the Department’s environmental footprint. HRWMB has been planning the future of work, which is hybrid and mobile, where employees will share their time between the office, home and GCcoWorking locations. Despite the temporary closure of GCcoWorking locations during the pandemic, these spaces are and will continue to be instrumental in the reduction of greenhouse gas (GHG) emissions. This model will reduce travel time for employees and downsize the Department’s physical footprint by reducing the number of required office spaces.

Environmentally friendly initiatives and best practices

As mentioned in the 2022-23 to 2026-27 Departmental Evaluation Plan, the Evaluation Services Directorate identified the integration of sustainable development-related evaluation questions and indicators into regular program evaluations, as deemed relevant, as a horizontal priority. These questions or indicators will be developed in accordance with Treasury Board Secretariat requirements and senior management needs. This will help demonstrate the evolution of organizational and program-level maturity related to sustainable development over time.

In addition, Arts, Culture, and Heritage organizations participated in initiatives that reach beyond the FSDS. For example, the Canadian Heritage Information Network and the CCI joined forces with the International Centre for the Study of the Preservation and Restoration of Cultural Property and other international partners on a new initiative called Our Collections Matter. This initiative aims to ensure that all collections-based institutions play their fullest part in environmental, economic, and social sustainability. It continues to assist heritage institutions in connecting their collections-based work to the Sustainable Development Goals thereby demonstrating more effectively their added value to society.

3. Departmental performance by FSDS goal

The following tables provide performance information on departmental actions in support of the FSDS goal listed in section 2.

At Canadian Heritage, environmental action is part of our daily thinking. We are working with provinces, territories, municipalities, Indigenous peoples, and all stakeholders to integrate the green shift into the Department’s policies and programs. Under the context of Greening of Government, the table below outlines the actions undertaken by the Department. Specifically, these actions contribute to the following FSDS target: By 2022, departments have developed measures to reduce climate change risks to assets, services and operations.

FSDS Contributing Action: 1.1 Increase training and support on assessing climate change impacts, undertaking climate change risk assessments, and developing adaptation actions to public service employees, and facilitate sharing of best practices and lessons learned.

Corresponding departmental action(s)	Starting point(s) Performance indicator(s) Target(s)	Results achieved	Contribution by each departmental result to the FSDS goal and target
1.1.1 Continue the implementation of a policy of one primary source of technology per employee (i.e.: laptop or tablet), rather than multiple devices.	Indicator: Percentage of employees using one primary source of technology for day-to-day operations. Baseline: 100% as of 2019-20. Target: Maintain the percentage of employees using one primary source of technology at 100%.	100% of employees use one primary source of technology.	This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. It also reduces the demand for energy and leads to a reduction in GHG emissions. This action supports United Nations (UN) Sustainable Development Goal target 13.2
1.1.2 Conduct Strategic Environmental Assessments (SEA) and ensure compliance with the Cabinet Directive on Policy, Plan and Program Proposals.	Indicator: Percentage of Memorandum to Cabinet, Treasury Board Submissions and other proposals that have been assessed for environmental considerations. Baseline: 100% as of 2019-20. Target: 100% of these documents include environmental considerations.	100% of the Memorandum to Cabinet, Treasury Board Submissions, and 2021-22 budget proposals submitted to the Corporate Affairs Sector for advice have been assessed and include environmental considerations as required.	By factoring climate variability in departmental operation and decision-making processes, this action contributes to the government’s adaptation to a changing climate. This approach is consistent with the government’s risk management approach of enhancing the protection of public assets and resources and strengthening planning and decision-making. This action supports UN Sustainable Development Goal target 13.2
1.1.3 Canadian Heritage encourages alternative work arrangements, and as such, is an early adopter of Public Service and Procurement Canada (PSPC)’s two-year GCcoworking pilot project with the objective to help reduce employees’ commute time.	Indicator: Number of employees participating in the GCcoworking project. Baseline: A total of 54 employees asked to participate in GCcoworking project in 2019-20. Target: No target identified yet as GCcoworking locations were closed in March 2020 and remained closed at the time the DSDS was finalized due to physical distancing measures following the outbreak of the COVID-19 pandemic.	Due to physical distancing measures following the COVID-19 pandemic and temporary closure of GCCoworking sites, result not available.	This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. The use of these locations can also contribute to reducing GHG emissions and promote work-life balance. This action supports UN Sustainable Development Goal target 13.2
1.1.4 Canadian Heritage encourages alternative work arrangements with the objective to help reduce employees’ commute time.	Indicator: Percentage of employees who avail themselves of telework arrangements. Baseline: Around 35% of Canadian Heritage employees officially opted for telework arrangements in 2019-20 through the signing of an agreement. The total percentage of employees teleworking (with or without a telework agreement) in 2019-20 is about 62%. This percentage is based on an internal survey. Target: No target identified because telework is voluntary, under regular circumstances, although mandatory at the time of drafting this strategy, due to physical distancing measures following the outbreak of the COVID-19 pandemic. The Department will continue to encourage employees’ uptake of this alternative work arrangement.	Result not available due to the COVID-19 pandemic. Since the beginning of the pandemic in March 2020, the vast majority of PCH employees have been working virtually.	This action encourages public service employees’ understanding of climate change while providing a tangible way for them to contribute to climate change action. The use of this alternative can also contribute to reducing GHG emissions and promote work-life balance. This action supports UN Sustainable Development Goal target 13.2
1.1.5 Actively participate in interdepartmental senior management meetings and forums that support the FSDS and the greening of government.	Indicator: Percentage of meetings attended. Baseline: 100% as of 2019-20. Target: 100% meeting attendance.	100% of interdepartmental senior management meetings and forums that support the FSDS and the Greening of Government were attended.	Participation at senior management level committee meetings and forums that support the objectives of the FSDS. By participating in these meetings and forums, Canadian Heritage officials become aware and share best practices and lessons learned on climate change impacts, thus creating a common understanding of the FSDS objectives across the Government of Canada. This action supports UN Sustainable Development Goal target 13.2
1.1.6 Canadian Heritage actively looks at opportunities to improve and modernize management practices towards more efficient and greener solutions.	Indicator 1: Uptake of the SAP-STAR* financial management system solution for financial delegation approval activities. Baseline: 80% of financial delegation approval activities done electronically as of 2019-20. Target: 100% of financial delegation approval activities done electronically. * SAP-STAR (Systems Technologies Applications Regrouped) is the financial management and logistics system at Canadian Heritage	100% of financial delegation payment approval activities are done electronically. There is no longer a need for paper approvals.	This action supports adaptation to climate change as it allows managers to complete their management responsibilities in a paperless environment. The Financial Management Branch currently requires managers to exercise their delegated financial authorities electronically as it pertains to procurement, grants & contributions, and invoice approval. Delegated managers also have a suite of reporting tools and dashboards available on their desktop. Actions to support the strategy: Electronic Approvals Electronic Signature Financial Dashboards and Reporting This action supports UN Sustainable Development Goal target 12.7
1.1.6 Canadian Heritage actively looks at opportunities to improve and modernize management practices towards more efficient and greener solutions.	Indicator 2: Percentage of grants & contributions approved using e-signatures. Baseline: 0% Target: 100% of grants & contributions funding agreements.	100% of grants and contributions funding agreements are approved through various forms of e-signatures. Since the start of the pandemic, the Department has adapted to the new reality by moving away from requiring wet signatures on funding agreements, instead relying on electronic and digital signatures.	This action supports adaptation to climate change as it allows managers to complete their management responsibilities in a paperless environment. The Financial Management Branch currently requires managers to exercise their delegated financial authorities electronically as it pertains to procurement, grants & contributions, and invoice approval. Delegated managers also have a suite of reporting tools and dashboards available on their desktop. Actions to support the strategy: Electronic Approvals Electronic Signature Financial Dashboards and Reporting This action supports UN Sustainable Development Goal target 12.7

The following tables are for actions that contribute to the Greening Government Goal but do not directly support a FSDS target.

FSDS Contributing Action: 2.1 Departments will use environmental criteria to reduce the environmental impact and ensure best value in government procurement decisions.

Corresponding departmental action(s)	Starting point(s) Performance indicator(s) Target(s)	Results achieved	Contribution by each departmental result to the FSDS goal and target
2.1.1 Ensure green procurement is included in the performance evaluation of managers and functional specialists of Canadian Heritage’s Contracting and Material Management Directorate (CMDD).	Indicator: Percentage of managers and functional specialists of procurement and materiel management whose performance evaluation includes support and contribution towards green procurement in the current fiscal year. Baseline: 100% as of 2019-20. Target: 100% of evaluations of managers and functional specialists of the CMDD.	42% of managers and functional specialists of the CMMD have a performance evaluation which includes an element of support and/or contribution towards green procurement. The lower percentage of participants can be attributed to ongoing organizational change.	This action commits managers to support the objectives of green procurement as it relates to the goal of Greening Government. This action supports UN Sustainable Development Goal target 12.7
2.1.2. Acquire audiovisual equipment, Information Technology (IT) hardware, and office furniture through mandatory PSPC’s acquisition mechanisms, embedded with green procurement clauses.	Indicator: Percentage of audiovisual equipment, IT hardware, and office furniture purchased via mandatory PSPC and Shared Services Canada’s acquisition mechanisms. Baseline: 100% as of 2019-20. Target: 100% of audiovisual equipment, IT hardware, and office furniture purchased via mandatory PSPC and Shared Service Canada’s acquisition mechanisms.	100% of audiovisual equipment, IT hardware, and office furniture purchased via mandatory PSPC and Shared Services Canada’s acquisition mechanisms.	Continue to acquire IT hardware and audiovisual equipment, through Shared Services Canada’s system for procurement. This action bolsters a common approach to sustainable procurement across government in keeping with recommendations in the FSDS. This action supports UN Sustainable Development Goal target 12.7
2.1.3. Eliminate personal printers thereby increasing the ratio of the number of employees per printer. Actions to support strategy: Review printing requirements in a remote work context Assess whether employees will require ability to print to do their work Assess impact on current policy and practices	Indicator: Ratio of employees per printer. Baseline: 9 employees per printer as of 2020-21 Target: Reduce the current ratio to average 30 employees per printer.	Canadian Heritage is currently at a ratio of 1 printer per 9 employees. The ratio has been changed to a ratio of 1 printer per 30 employees. PCH is implementing new configurations in preparation for the new contract that is starting in September 2022. Note: at the time of drafting this strategy, employees lack access to all network printers as most work remotely due to the physical distancing measures following the outbreak of the COVID-19 pandemic.	Canadian Heritage currently provides shared network printing for the majority of employees, with the exception of senior management and the accommodation of special circumstances. This action reduces the demand for energy, which is an important environmental criterion for procurement. This action supports UN Sustainable Development Goal target 13.2
2.1.4. Move to digital funding applications by creating an online service delivery channel aligned to the Government of Canada’s Digital Operations Strategic Plan.	Indicator: Number of Canadian Heritage program components receiving and processing funding applications digitally. Baseline: 3 of 90 program components. Target: 18 program components representing 30% of Canadian Heritage application volume by 2023-24.	Over the course of this reporting period, the following programs were onboarded to the PCH Funding Portal. This represents 29% of the Department’s application volume. My PCH Online: Enhancement of Official Languages Program, Promotion of Linguistic Duality Component, Support for Interpretation & Translation Sport Support Program (Canadian Sport Centre) Eligibility Sport Support Program (National Sport Organizations) Eligibility Celebrate Canada Museums Assistance Program Access to Heritage Museums Assistance Program Indigenous Heritage Museums Assistance Program Collections Management Museums Assistance Program Reopening Fund Canada Periodical Fund Reopening Fund The project continues to improve portal functionality, including a focus on improving user experience.	Canadian Heritage currently requires applications for funding to be sent by potential clients by either mail or by email as PDF files. Those PDF files are often printed, saved, and managed. An online service delivery channel will reduce energy and material use by streamlining and simplifying the funding application process, avoiding the creation, transport, and management of paper. This action supports UN Sustainable Development Goal target 13.2

FSDS Contributing Action: 2.2. Support for green procurement will be strengthened, including guidance, tools and training for public service employees.

Corresponding departmental action(s)	Starting point(s) Performance indicator(s) Target(s)	Results achieved	Contribution by each departmental result to the FSDS goal and target
2.2.1. Require procurement and material management specialists to complete the most current Canada School of Public Service Green Procurement course.	Indicator: Percentage of specialists in procurement and materiel management who have completed training on green procurement. Baseline: 100% as of 2019-20. Target: 100% of specialists in procurement and materiel management have completed training on green procurement.	75% of procurement and material management specialists completed green procurement training in fiscal year 2021-22.	This action ensures the necessary level of subject matter expertise to manage actions that support Low Carbon Government effectively. This action supports UN Sustainable Development Goal target 12.7
2.2.2. Implement the best practice of requiring acquisition card users to take training in green procurement.	Indicator: Percentage of acquisition cardholders trained on green procurement. Baseline: 100% as of 2019-20. Target: 100% of acquisition cardholders are trained on green procurement.	100% of acquisition cardholders are trained on green procurement. New cardholders are required to take the training prior to receiving their acquisition card and provide proof of completion to the Finance unit. The employee also confirms that they have taken the training by signing off on the Acknowledgement of Responsibilities and Obligations form.	This action allows the Department’s functional experts in procurement to educate and inform users and carry out due diligence of sustainable development practices. This action supports UN Sustainable Development Goal target 12.7

4. Report on integrating sustainable development

Strategic Environmental Assessments

Canadian Heritage will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its strategic environmental assessment (SEA) process. A SEA for a policy, plan or program proposal includes an analysis of the impacts of the given proposal on the environment, including on relevant FSDS goals and targets.

During the 2021-22 reporting cycle, Canadian Heritage had no proposals that required a SEA, and no public statements were produced.

Policy coherence for development

The period of 2021-22 continued to be challenging for the arts, culture, heritage and sport sectors, which are recovering from the COVID-19 pandemic at an uneven pace. The Department continued to deploy maximum effort to respond quickly to the changing needs of these sectors and to the evolving pandemic situation.

As part of Budget 2021, the Department received funding for initiatives that prioritized the recovery and reopening of the arts, culture, heritage and sport sectors. In line with stakeholder input previously received at ministerial roundtables in 2020 and broader Government priorities, the Department is incorporating greening into the Recovery and Reopening funds through data gathering and reporting. This enables it to assess and respond to sector needs and capabilities to implement greening measures aligned with sector business transformation.

An example of a Recovery Fund initiative that is contributing to greening objectives are the funds allocated to strategic initiatives under the Canada Cultural Investment Fund. They support not-for-profit arts and heritage organizations to undertake collaborative projects that strengthen business practices and diversify revenues. These initiatives will also encourage arts and heritage organizations to work together to innovate and implement future business solutions that take into account the environmental sustainability of the sector.

Overall, the activities and services that result from the implementation of the above initiatives reflect, when appropriate, the goals, targets, and aspirational objectives of the Government of Canada’s Quality of Life Strategy and are consistent with broader Government commitments to ensuring a healthy environment.

Leadership

Ministerial Consultative Committees

On June 9, 2021, the Minister of Canadian Heritage established two Ministerial Consultative Committees on greening the arts, culture, heritage and sport sectors. On August 11, 2021, Minister Guilbeault had an opportunity to share his vision and meet members at two distinct first meetings, one for art, culture and heritage, and one for sport. The creation of these committees was an important step in engaging with stakeholders who are invested in identifying the most significant challenges currently faced by these sectors in adopting environmentally oriented practices and supporting government action to integrate greening considerations in their policies and programs.

Provincial and territorial governments are also key players in moving forward on greening these sectors. The issue of sustainability in the post-COVID recovery was raised by Minister Guilbeault at the Annual Meeting of Federal, Provincial and Territorial Ministers Responsible for Culture and Heritage in May 2021, while the topic of greening the sport sector was initiated by Minister St-Onge with the Federal-Provincial/Territorial Ministers responsible for Sport, Physical Activity and Recreation in January 2022. Continued collaboration will be essential to share information, increase awareness, and explore opportunities for collaboration.

National Culture Summit: The Future of Arts, Culture and Heritage in Canada

In December 2021, the Minister of Canadian Heritage announced the Department would host the National Culture Summit: The Future of Arts, Culture and Heritage in Canada in late January 2022. Its goal is to mobilize stakeholders from across the arts, culture, and heritage sectors for a national conversation on resilience, sustainability, and the transformation of these sectors in Canada. Health concerns related to the Omicron variant resulted in the postponement of the summit to May 2022.

One of the summit’s four themes will focus on the contribution of cultural sectors to reconciliation, combatting climate change, and building an open and more inclusive society, with a stakeholder-led breakout session on Greening the Arts, Culture and Heritage sectors. This session will build in part on pre-Summit consultations that Minister Rodriguez held in key cities across Canada in March 2022 with stakeholders from the arts, culture, and heritage sectors. At these consultations, stakeholders emphasized collaboration in addressing sectoral environmental challenges.

Environmental Scans and Research Efforts

The Department is undertaking research to develop knowledge as a basis for future actions.

In August 2021, environmental scans of existing policies and practices for greening the arts, culture, heritage and sport sectors were conducted at the international level.

As a second step, environmental scans on domestic greening measures in these sectors was initiated and will focus on measures that have taken place across Canada, within the last 10 years, by all levels of government and their agencies, national organizations, and Indigenous communities. Results are expected in Fall 2022.

Environmental Provisions

The Department of Canadian Heritage continues to ensure that environmental considerations govern a range of projects and initiatives such as festivals and celebrations. Below are examples of sustainability initiatives by organizations which received funding from the Department in 2021-2022:

Recipients of the Canada Arts Presentation Fund:

• The Canmore Folk Music Festival, produced by Canmore Folk Festival, engages a volunteer group of 50-60 people helping patrons divert 93% of all waste away from the landfill. The team provides several "Resource Recovery" stations throughout the festival site. Festival vendors are mandated to bring only compostable items such as plates, bowls and utensils, and are inspected and monitored.
• The Festival de la chanson de Tadoussac is working harder than ever to pursue its development in a sustainable manner and to anchor its actions in a way that minimizes its footprint on the environment. The festival collaborates with the École Saint-Joseph de Tadoussac on a recycling and awareness project, offers reusable cups on the sites and installs compost bins in the offices and lodges. It has also eliminated the use of water bottles, provided refill stations for festivalgoers, and implemented various measures to encourage public transportation and carpooling.

International Trade Branch:

• The cornerstone of Canada’s in-person presentation for its Guest of Honour participation at the Frankfurt Book Fair in 2021 was the Canada Pavilion, which served as Canada’s signature venue for introducing authors, illustrators and creators to the German public. The Canada Guest of Honour pavilion was designed to respond to environmental considerations of our time, as well as public health considerations of the pandemic. Where possible, materials chosen for the build were selected for their ability to be reused or recycled; additionally, the build was planned to facilitate a dismantling approach instead of a demolition, allowing for maximum recuperation and recycling of materials. Furthermore, the pavilion was designed without printed materials and a focus placed on visual keys and interactivity to engage and inform visitors, without the creation of printed waste. All technical equipment for the pavilion, such as projectors and computer servers, was rented, ensuring no e-waste was created. An emphasis was placed on using low power lighting options.

© His Majesty the King in Right of Canada, 2022.
Catalogue No. CH1-43E-PDF
ISSN: 2292-5198