2026–2028 Business Plan
Corporate Overview
Technical Safety BC’s 2026–2028 Business Plan (the “Business Plan”) is guided by our Strategy, and builds on the progress and learnings from the 2025–2027 Plan. The Business Plan has four focus areas which have been carried over from last year
1. Build capabilities to transform the organization
2. Build shared accountability for safety
3. Level the playing field by addressing the “Grey Market”
4. Enhance strategic leadership capabilities
Our Vision and Values
The Business Plan is a roadmap for the short-term execution of our Strategy — one that allows us to adapt quickly to change, while maintaining focus on our core work and values. It outlines a set of organizational priorities to help us increase our value to the safety system over the next three years, enabling us to work towards our aspiration to build confidence in a safety system that improves the wellbeing of British Columbians.
Our Environmental, Social, and Governance (ESG) commitments are critical to achieving our aspiration, and those specific ESG goals and plan are detailed separately, here.
Planning Context and Key Strategic Issues
The following strategic considerations were factored into the development of the Business Plan:
Financial Uncertainty: We continue to focus on financial sustainability amid the instability created by the ongoing trade and tariff threats and are closely monitoring construction start trends in the province and forecasted impacts to our revenue.
Business Transformation: We are in the midst of the most intensive phase of our required systems updates, focusing on our permissions products, including permits and assessments. The program continues to be our largest strategic investment, and further resources across the organization are being mobilized to scale our efforts and complete the project within the three-year view of this Business Plan.
Safety is a Shared Responsibility: To be successful in achieving safety at scale across BC, we need people to understand and fulfil their responsibilities. Our efforts in 2025 highlighted that there is a knowledge gap preventing us from fully realizing the shared accountability model essential to our safety oversight model, and we need to take steps to address that.
Levelling the Playing Field: Significant progress was made in 2025 in understanding and targeting those working selectively in, or fully outside, the safety system. We refer to those individuals as participants in the “Grey Market” and we identify who they are, enforce requirements, and apply consequences when necessary. These efforts will be scaled to improve safety outcomes by focusing on unauthorized work (unlicensed, unqualified, unpermitted, and undervalued work), shrinking the size of the “Grey Market”.
Building Organizational Capacity through Artificial Intelligence (AI): The world is changing at the speed of AI, and we are constantly looking for ways to capitalize on that change to improve our capacity and drive safety outcomes. AI is an enabler for our activities, supplementing our existing resources and allowing us to analyze more data, speed up our processes, and mine for further insights.
Goals, Objectives, Strategies, and Performance Measures
Focus Area 1: Business Transformation
By building a system that supports a 360-degree view of our clients’ safety journey, we will increase capacity to enable safety at scale while improving client and employee experience.
3-Year Goals | 1-Year Outcomes |
We will be adaptive to the needs of the safety system with simplified, clear, and valuable interactions that enable our duty holders/client to meet their obligations and demonstrate improved safety behaviour.
With the full implementation of our CRM and the ongoing optimization of our Online Services experience, we will have transitioned our core safety products away from our legacy permits system, reducing enterprise risk.
We will have end-to-end product management strategies to maintain and evolve products that deliver on our Strategy and deliver value to the safety system and our business.
| Formalize a benefit realization plan for our business transformation that connects investments to measurable value driven results that advance our strategy. Improve, evolve, and extract value from the transformation investments to date.
Embed organizational change management as a foundational practice within our business transformation program to drive program readiness, adoption, and value realization.
Simplify, design, and establish foundational processes for permits for the remaining technologies.
Complete a future of inspections discovery and process design to establish development scope. |
Focus Area 2: Shared Accountability Model
We will continue to shift to a safety system accountability model by educating duty holders and removing barriers to participation.
3-Year Goals | 1-Year Outcomes |
We will scale our regulatory frameworks, policies, and oversight programs to hold licensed, certified, and permitted duty holders accountable for their role in maintaining compliance and mitigating safety risk.
We will grow our focus toward assessing and managing duty holder performance at the licence, certificate, and owner levels, while continuing to assess the safety and compliance of technical equipment and sites.
We will integrate the intention of collaboration over compliance in how we leverage risk and technology to support safety equity across all communities and Nations in BC. | We will operationalize gap analysis insights to drive immediate improvements and shape strategies that strengthen shared accountability and advance risk-based oversight in the unit-based technologies.
We will strengthen licensee accountability by targeting key risk areas that drive understanding, inform decisions and support responsible actions within the safety system.
We will reinforce the integrity of the shared accountability model by integrating tools and processes that enhance our presence and risk-based oversight. |
Focus Area 3: Grey Market
We will increase the value of a licence in good standing as we level the playing field by increasing the visibility of noncompliant actors.
3-Year Goals | 1-Year Outcomes |
Understand our degree of market capture across industry sectors for the products and services we deliver.
Build an integrated system that enables at scale compliance management and enforcement of duty holders at the licence, certificate and permit level.
Increase industry confidence in TSBC’s oversight, including trust that we are effectively addressing the grey market.
Provide tools that empower owners to hire professionals who operate within the safety system and thereby reduce market demand for unauthorized activity. | We will demonstrate measurable penetration into the unauthorized activities of those operating outside of the system by scaling up our compliance and enforcement efforts.
We will increase market participation amongst duty holders operating partially within the system by leveraging the systems, tools and processes we build to deliver value.
We will enable duty holders to actively manage their responsibilities and showcase good standing as a market advantage by increasing access to compliance data. |
Focus Area 4: Strategic Leadership Capabilities
We will build leadership capacity and capabilities to deliver on our strategy in a constantly changing environment.
3-Year Goals | 1-Year Outcomes |
Leaders and employees demonstrate a comprehensive set of capabilities, including financial, business, strategic, and regulatory knowledge.
Leaders consistently demonstrate strong people development and leadership skills and continue to build an engaged culture. | Leaders have strengthened their financial skills and business acumen to enhance organizational sustainability.
Leaders have expanded their leadership skills and invested in the growth and development of their people to build a culture that supports team engagement, adaptability, and innovation. |
Financial Outlook
The 2026 budget is structured to fund the Business Plan while ensuring ongoing operations also have the required funding. Revenue projections are based on analysis of market conditions and include the impact of planned initiatives. Expense budgets were prepared using a structured, top-down approach, where available resources and funds were prioritized using our Strategy and the Business Plan.
We are budgeting a break-even bottom-line to maintain financial reserves allowing continued investment in our multi-year business transformation project.
All statements about the future in this report involve risks and uncertainties. Actual financial or operating results may differ.
Related information
Our Strategy
Our model of the BC Safety System describes how people influence the safety of technical equipment throughout its lifecycle.
Learn MoreExecutive Team
Our team of executives ensures that we continue to grow and thrive as an organization.
Learn More