CCC's impact on Canada's economy in 2024-2025
$6.1B
in new contracts signed with Canadian businesses to deliver to foreign governments
$2.8B
in exports delivered during the year on behalf of Canadian exporters to governments around the world
12,458
jobs supported in Canada
74
countries where CCC was active
1,214
Canadian businesses served
80%
of companies served are SMEs
Message from CCC's Board Chair
CCC delivered more of Canada to the world this year by signing contracts with Canadian exporters and foreign governments worth $6.1 billion — a 93% increase over last year’s impressive results and a 60% increase over the Corporate Plan target.
This growth was represented across CCC’s three lines of business. Contracts signed through our International Prime Contractor line include the historic sale of Canadair 515 aerial firefighters to six EU member states (see pages 26-27), the life extension of a CANDU nuclear reactor in Romania (see page 15), and ongoing annual potash exports to Bangladesh — the ninth G2G contract signed with the Bangladesh Agricultural Development Corporation over the past decade.
CCC continued to maximize the potential of our mandated business line, the Defence Production Sharing Agreement (DPSA). With CCC’s deep knowledge and expertise of the U.S. Department of Defence, the Corporation signed a record $2.1 billion in new DPSA contracts this year and delivered $1 billion of goods and services. For every dollar of CCC’s parliamentary appropriation, the Corporation signed $150 of export contracts this year.
Message from CCC's President and CEO
We signed $6.1 billion of new contracts with Canadian exporters — 60% over our Corporate Plan target. These results were years in the making and demonstrate our ability to sustain momentum for the long term by delivering results for Canadians through our employees’ service excellence, developing relationships with Team Canada partners, and responding to the unique and complex needs of our exporters. Our portfolio of outstanding deliverables, to be performed by Canadian exporters in contracts already signed with foreign government buyers, grew by 35% this year to a value of $9.3 billion.
Every contract that CCC undertakes is subject to the Corporation’s due diligence process, a critical component of CCC’s enterprise risk management program. These risk management processes and practices ensure Canadian exporters deliver on the terms and conditions of every contract as agreed upon with foreign buyers, thereby mitigating risks for the Government of Canada
and by extension, all Canadians.
The Corporation continued its multi-year initiative to re-engineer business processes, enhance operational efficiency, and identify cost-saving opportunities to deliver greater value to Canadian exporters. This year, CCC advanced its digital transformation by strengthening cybersecurity and launching a data strategy that will serve as a foundation for future business operations. The Corporation also relocated to a modernized office, consolidating space to reduce both our environmental footprint and operating costs. Accessibility, inclusivity, and state-of-the-art technology were central to the office’s design.
Government to government approach
Canada's government to government contracting agency
A unique entity of the Government of Canada, CCC signs commercial contracts with governments around the world for the purchase of goods and services available for export from Canada. In turn, CCC signs contracts with Canadian companies who deliver on the terms and conditions of the government-to-government contracts signed by CCC.
CCC’s contracts with foreign governments are backed by the Government of Canada and as such, carry a guarantee that contract terms and conditions will be met. This guarantee helps mitigate the buyer’s risk and helps enable procurement from Canada. Government to government projects can be large, complex, and politically sensitive, requiring expertise that only an organization like CCC can offer. This collaboration on important acquisitions deepens bilateral relationships, reduces procurement risks for the supplier and the foreign buyer, and can strengthen the bankability of certain projects.
Our strategic pillars
CCC’s strategy to deliver results for Canadians includes three main pillars: growing Canadian exports through inclusive trade, delivering value to Canada through operational excellence, and enhancing CCC’s impact through environmental, social and corporate governance.
Together, these pillars increase the number of Canadian businesses that are actively exporting, strengthen the number of Canadian jobs created and sustained through exports, and reinforce the recognition and reliability of the Canada brand, which ultimately delivers a competitive advantage for Canadian exporters over sellers of similar products or services.
PILLAR 1
Growing Canadian exports through inclusive trade
Grow and maximize the benefits of the DPSA by increasing industry awareness of both the DPSA and its companion, the Defence Development Sharing Agreement (DDSA); and by enhancing collaboration across the Government of Canada’s defence trade portfolio partners to fully leverage the DPSA.
Drive IPC demand in a targeted manner by enhancing the approach to customer management, strengthening creative collaboration with partners and stakeholders, sharpening the Corporation’s value proposition for buyers and exporters, streamlining business with CCC for exporters, and continuing to support Canadian small and medium- sized enterprises.
PILLAR 2
Operational excellence - Investing for growth in people, systems, technology
Strive for execution excellence and cost savings by optimizing a mobile workforce, automating workflow, and improving business tools. Investments in support of operational excellence include upgrades to enterprise resource planning; maintaining robust cybersecurity; mitigating the risks of data sharing to reduce paper waste and minimize information storage costs while enabling better analysis, planning and results reporting; generating cost savings and efficiencies by optimizing business processes; and implementing an accessible learning and development platform for employees.
Continue to evolve CCC’s sustainable business model centered on customer engagement, targeted and disciplined business development pursuits, and increased service offerings, where doing so makes economic sense.
PILLAR 3
Enhancing CCC’s impact through ESG
Environmental: Support the Government of Canada’s Greening Government Strategy by scoping and implementing an emissions reduction plan.
Social: Support inclusive economic participation by implementing measures to address CCC’s gender parity challenges and engage with underrepresented exporter groups to diversify CCC’s exporter base.
Governance: Promote responsible business conduct with Canadian exporters to uphold Canada’s reputation through CCC’s Code for Exporters and reporting the Corporation’s transactional disclosures.
Delivering impact for Canadian in 2024-2025
$6.1B
of new export contracts signed between CCC, Canadian exporters, and governments globally in 2024–2025
$2.8B
in goods and services successfully
exported from Canada to countries
around the world
1,214
Canadian businesses supported
12,458
jobs created or sustained in Canada, and an expected 25,000 jobs sustained over the next several years as CCC delivers
on major contracts signed this year
Growing Canadian exports through inclusive trade
CCC delivered a record-breaking year in delivering its transformational strategy to support export growth for Canadian businesses, now in its fourth year. A total of $6.1 billion of new business contracts were signed across CCC’s three business lines in 2024–2025, a 93% increase over last year’s results. CCC’s growth strategy aligns with Canada’s inclusive trade priorities to ensure the benefits and opportunities that flow from trade are shared by all.
As Canada’s steward of the Defence Production Sharing Agreement (DPSA), CCC supports Canadian businesses in accessing opportunities to sell to the United States Department of Defense (U.S. DoD). CCC expanded the volume of exports contracted through the DPSA this fiscal year, signing a record $2.1 billion of new contracts with Canadian exporters (compared to $1.1 billion in 2023–2024).
CCC also signed 14 new G2G contracts and increased its outreach to foreign governments with a view to identifying more G2G opportunities for Canadian exporters. In support of a “No Wrong Door” approach to accessing government services, CCC served the needs of small and medium-sized enterprises by continuously collaborating with other Government of Canada entities to provide accessible solutions to Canadian companies of all sizes.
DPSA: Canada’s G2G channel for the U.S. Department of Defense
Canada and the United States have a unique G2G contracting relationship for military acquisitions from Canada, which is anchored in the Canada-U.S. Defense Production Sharing Agreement (DPSA). Established in 1956, the DPSA allows Canadian companies to compete for Department of Defense (DoD) business on equal footing with their U.S. counterparts. This is by virtue of including Canada as part of the U.S. domestic supply base in DoD procurement legislation. The DPSA establishes CCC as the contract management agency and prime contractor for defence contracts with the U.S. DoD with a value above $250,000.
New export contracts signed (VCS)
2024-2025
$2.1B
2023-2024
$1.1B
2022-2023
$885M
Exports by Canadian companies (CTT)
2024-2025
$1B
2023-2024
$870.5M
2022-2023
$764.9M
SPOTLIGHT
Delivering sustainable and efficient energy solutions to the U.S. Army Corps of Engineers
Together with Reivax North America, CCC was awarded a USD$14 million contract by the United States Department of Defense to remove and replace 16 excitation systems. The contract will also provide training to operate and maintain the new exciter components.
The U.S. Army Corps of Engineers employs excitation systems to maintain stable and efficient electricity in their hydroelectric power plants. These systems regulate the voltage and reactive power of generators and are crucial for ensuring reliable power output across the grid.
Located in Montreal, Reivax North America specializes in high-quality excitation systems designed to optimize the performance and reliability of generators in power plants.
International Prime Contracting: Canada’s G2G service for foreign governments
CCC’s International Prime Contractor (IPC) service offers end-to-end service, from contract negotiation to final delivery, to strengthen Canadian business success in foreign government markets and in support of developing and diversifying Canada’s bilateral commercial relationships. The IPC service scopes made-in-Canada solutions to satisfy foreign buyer requirements by engaging foreign government buyers in a collaborative process with the Government of Canada and the Canadian private sector.
New export contracts signed (VCS)
2024-2025
$2.7B
2023-2024
$1.8B
2022-2023
$903.8M
Exports by Canadian companies (CTT)
2024-2025
$460.3M
2023-2024
$796.5M
2022-2023
$984.8M
SPOTLIGHT
Positioning Canada to lead a nuclear renaissance
In a contract win that is helping to cement Canada’s leadership in the nuclear energy sector, CCC and AtkinsRéalis, with partners from Italy and South Korea, signed on to complete an additional phase of work related to the refurbishment of the CANDU® C1 reactor, operated by the Romanian Societatea Națională Nuclearelectrica. AtkinsRealis/CCC will provide engineering and procurement services during the construction phase of the project.
This contract follows last year’s international prime contract between CCC, AtkinsRéalis, and the Societatea Națională Nuclearelectrica to provide engineering support and reactor components to extend the life of the Unit 1 CANDU reactor at the Cernavoda Nuclear Power Plant in Romania. Together, the contracts are valued at more than $1.4 billion.
Sourcing: Supporting the Government of Canada’s delivery of assistance
CCC is an executing agency for the Government of Canada’s humanitarian and military foreign aid delivery. The Corporation leverages its international contracting expertise to support Government of Canada departments and agencies on a range of initiatives such as:
- delivering Canada’s military aid contribution to Ukraine;
- providing urgent disaster relief support from Canada;
- equipping governments to fight cross-border crime, such as fraud and human trafficking;
- supporting international and domestic anti-terrorism efforts; and
- facilitating international endeavours, including scientific and medical collaborations.
New export contracts signed (VCS)
2024-2025
$1.3B
2023-2024
$255.7M
2022-2023
$476.5M
Exports by Canadian companies (CTT)
2024-2025
$558.2M
2023-2024
$354.7M
2022-2023
$331.0M
SPOTLIGHT
Historic contract with European Commission relaunches aircraft production line
CCC signed purchase agreements with Croatia, France, Greece, Italy, Portugal and Spain for 22 amphibious firefighting aircraft from De Havilland Canada (DHC). Collectively, these buyers are the launch customers for DHC’s production of a new aerial firefighting aircraft, the DHC-515 (marketed as Canadair 515).
The new Canadair model, developed by DHC following its acquisition of the rights to the CL-415 program from Bombardier in 2016, is being reintroduced to the market at a time when wildfires have become increasingly critical as they intensify due to climate change and threaten biodiversity, endanger human communities, and release carbon into the atmosphere.
Operational Excellence - Investing for growth in people, systems, technology
CCC continues to deliver value to Canada by investing in operational excellence. The Corporation is committed to simplifying business with CCC for Canadian exporters; managing and reducing costs; and implementing efficiencies, all while supporting the Corporation’s significant revenue growth.
This year, CCC continued to invest in re-engineering business processes and streamlining technology to deliver operational efficiencies for Canadian exporters. In 2024–2025, the Corporation’s enterprise resource planning system was upgraded and migrated to the cloud — an important measure to ensure that key business applications are kept highly functional.
Another important investment in operational efficiency was the launch of CCC’s data strategy. With a scope to develop data architecture, appropriately label assets, and create robust policies, the data program will be foundational to supporting CCC’s business strategy.
Environmental, Social and Governance
The third pillar of CCC’s strategy focuses on enhancing the Corporation’s impact through environmental, social and corporate governance (ESG).
Launched last year, CCC’s ESG strategy was built on years of responsible business conduct leadership across the federal family. Responsibilities and oversight of the ESG strategy rests with the Board of Directors’ Operations, Audit, and Governance and Human Resources Committees. The ESG strategy sets the foundation for increased oversight and transparency to deliver stronger environmental stewardship, broaden engagement with all sectors of Canadian industry in international trade, and strengthen influence across the exporter community to conduct international business responsibly and sustainably.
The ESG strategy will guide emissions-reduction activities, flowing from a climate risk assessment conducted as part of building CCC’s greening plan. This will inform CCC’s future reporting in alignment with the recommendations of the Government’s Task Force on Climate-related Financial Disclosures (TCFD). CCC expects to commit to targets in the next TCFD reporting.
Work with us
Do you have a product, service or solution that governments buy? Are you interested in selling to the U.S. military or another foreign government? Tell us about your offering and your export strategy and let us help you connect with government buyers.