Financial Transactions and Reports Analysis Centre of Canada's 2025–26 Departmental plan at a glance

A departmental plan describes a department's priorities, plans and associated costs for the upcoming three fiscal years.

• Vision, mission, raison d'être and operating context

Read the full departmental plan

Key priorities

In the fiscal year 2025–26, FINTRAC is poised to advance its strategic priorities with a focus on modernization and innovation, strengthened partnerships and collaboration, and employee engagement, wellness and culture. These priorities are integral to our mission of protecting Canada's financial system and are supported by key initiatives designed to enhance our operational effectiveness and strategic impact.

FINTRAC’s top priorities for 2025–26 are as follows:

Modernization and innovation

• FINTRAC prioritizes modernization by establishing and enhancing the skills, processes, and, most importantly, the adoption of new technologies that will propel the Centre forward in achieving its goal to work in real time.
• The Centre focuses on infrastructure upgrades and embracing new technologies to meet current and future operational needs and to increase the efficiency of its operations, while also ensuring security and alignment with strategic goals.
• Encouraging creative thinking and challenging conventional methods, FINTRAC promotes the development of innovative solutions and maintaining agility in an ever-changing world.

Partnerships and collaboration

• FINTRAC emphasizes the importance of partnerships and collaborative efforts with internal and external stakeholders, including Anti-Money Laundering and Anti-Terrorist Financing (AML/ATF) regime partners and reporting entities, as well as international allies, to bring together resources and expertise, to achieve better results together.
• The Centre champions teamwork and cross-functional cooperation, breaking down silos to leverage diverse talents and insights for collective problem solving and impact.
• Through a team-based approach to operations, FINTRAC encourages integrated initiatives and coordinated strategies, strengthening our ability to adapt and help us achieve our goals more effectively.

Employee engagement, wellness and culture

• FINTRAC emphasizes a culture of wellness, valuing a supportive and respectful environment that nurtures the physical and psychological well-being of employees, driving productivity and resilience.
• The Centre promotes employee engagement and development through opportunities for participation and open communication, enhancing job satisfaction and a sense of ownership.
• Diversity, collaboration, trust, and inclusivity are cornerstones of FINTRAC's strong organizational culture, which fosters a community with a shared purpose and contributes to a healthy work-life balance and leads to the success of the whole organization.

These priorities reflect FINTRAC's commitment to being a trusted leader in financial intelligence, with a focus on embracing modernization, creating an engaging work environment, and fostering strong relationships both within the government and with external partners.

Highlights

In 2025–26, total planned spending (including internal services) for FINTRAC is $108,359,580 and total planned full-time equivalent staff (including internal services) is 535. For complete information on FINTRAC’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.

The following provides a summary of FINTRAC’s planned achievements for 2025–26 according to its approved Departmental Results Framework. A Departmental Results Framework consists of a department’s core responsibilities, the results it plans to achieve, and the performance indicators that measure progress toward these results.

Core responsibility 1: Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations

Planned spending: $60,507,431

Planned human resources: 278

Departmental results:

• Reporting entities are compliant with Anti-Money Laundering and Anti-Terrorist Financing obligations and requirements

In 2025–26, FINTRAC will undertake the following major activities:

• Ensure reporting entities do their part in helping to protect Canada and Canadians by strengthening supervision operations through proactive early intervention, using the full spectrum of our supervisory capabilities, inclusive of enforcement authorities by imposing stronger administrative monetary penalties when warranted and providing Non-Compliance Disclosures to law enforcement for potential criminal investigation.
• Strengthen a comprehensive Supervisory Framework and supporting systems, which will enable us to execute effective supervisory actions and timely interventions, underpinned by a sophisticated, risk-based approach; cultivate AML supervisory expertise within FINTRAC by providing targeted supervisory training and opportunities for professional development; and, streamline and standardize supervisory practices by refining methodologies, establishing clear standards, and updating processes and guidelines.
• Leverage the latest findings from Canada's National Inherent Risk Assessment (NIRA) as the cornerstone of our enhanced risk model, ensuring supervision efforts are laser-focused on the most critical vulnerabilities, guiding our assessment and enforcement activities. Additionally, NIRA’s insights will be used to inform Supervision outreach initiatives, delivering targeted awareness campaigns.
• Implement FINTRAC’s newly introduced regulatory amendments, including those to bring new reporting entities into the regime (such as white-label automated teller machines and title insurers), ensuring that our regulatory framework remains robust and responsive to evolving risks.
• Update and streamline guidance in response to all legislative and regulatory amendments coming into force. FINTRAC will support new regulated entities in understanding their obligations and will build new relationships with regulators and associations by using different outreach vehicles.
• Exchange best practices, collaborate and engage with domestic and international partners, including the Department of Finance Canada, foreign financial intelligence units, and organizations like Egmont Group, the Financial Action Task Force (FATF), the Asia/Pacific Group (APG), and the Caribbean Financial Action Task Force (CFATF) to enhance global AML/ATF knowledge and address financial crime threats.
• As a key stakeholder, prepare for the FATF Mutual Evaluation in June 2026, which assesses Canada's compliance with international anti-money laundering and combating the financing of terrorism (AML/CFT) standards. The FATF, an intergovernmental body formed by the G7, sets global policies to combat money laundering and terrorist financing. Canada's adherence to these standards is crucial for maintaining the integrity of its financial system and international standing. FINTRAC's role is key in providing data and evidence of effective national AML/CTF strategies.
• Contribute and respond to review processes, transparency and oversight bodies, and support innovative projects through the AML/ATF Regime Advisory Committee.

More information about Compliance with Anti-Money Laundering and Anti-Terrorism Financing Legislation and Regulations can be found in the full plan.

Core responsibility 2: Production and dissemination of financial intelligence

Planned spending: $33,180,025

Planned human resources: 178

Departmental results:

• FINTRAC's tactical financial intelligence disclosures inform investigative actions
• FINTRAC's strategic financial intelligence informs policy and decision-making

In 2025–26, FINTRAC will undertake the following major activities:

• Leverage insights from Canada's National Inherent Risk Assessment (NIRA) to enhance strategic and tactical intelligence production, targeting sectors identified with the highest inherent risks. This integration will significantly amplify FINTRAC’s capabilities in thwarting money laundering, terrorist financing, and sanctions evasion.
• Transform the intelligence operational process to effectively incorporate sanctions evasion and manage reports concerning sanctioned property, in addition to other listed persons and entities.
• Escalate the generation and distribution of crucial financial intelligence to disrupt the production, distribution, and trafficking of synthetic opioids. This will involve deepened collaboration within the North American Drug Dialogue and the Illicit Finance Working Group, as well as an Analyst Exchange to dismantle transnational criminal organizations.
• Elevate the efficacy of our Public-Private Partnerships (PPPs) to ensure the delivery of high-quality suspicious transaction reports (STRs), over and above our 450 disclosures last fiscal year, and to generate decisive intelligence targeting money laundering linked to human trafficking, online child sexual exploitation, illegal synthetic opioids, and illegal wildlife trafficking.
• Produce strategic public-facing intelligence outputs, such as bulletins and advisories, to heighten awareness among entities and the general public about pressing AML/ATF issues and indicators.
• Generate strategic intelligence reports to keep partners abreast of evolving trends in money laundering, terrorist financing, sanctions evasion, and security threats.
• Assert leadership within the Egmont Group by disseminating best practices and expertise, thereby fortifying global AML/ATF initiatives.
• Foster a robust partnership with Canada Border Services Agency's Trade Fraud and Trade-based Money Laundering Centre of Expertise. This will involve mutual knowledge exchange and training to advance the understanding of trade-based money laundering risks, trends, and typologies, contributing to international efforts to disrupt such activities.
• Participate actively in the Counter Illicit Finance Alliance of BC to develop strategic information aimed at safeguarding British Columbia's economic integrity against illicit financial activities.
• Deploy an advanced search application to enhance analytical capabilities, deepen intelligence insights, and expedite the production of financial intelligence, in anticipation of increased data influx from police, law enforcement, and security agencies.
• Streamline and expedite the implementation of automation and analytical tools to transform our operational efficiency and intelligence accuracy.

More information about Production and dissemination of financial intelligence can be found in the full plan.