The introduction of Canada’s Sustainable Jobs Act, known as Bill C-12, back in June 2020 set the stage for a legislative framework that aims to guide the country through the complexities of a just transition toward a low-carbon economy. While the bill is still pending passage, the expectations it has already generated are shaping decisions across industries, particularly in construction and manufacturing. These sectors sit at the heart of Canada’s ambitions for economic recovery and climate resilience, and the bill’s provisions around workforce transparency are attracting growing attention. It is becoming increasingly clear that supply chains will be judged not only on their environmental impact but also on their capacity to support sustainable, inclusive employment.
At the core of this challenge is the need to map, with a degree of precision not previously required, the skills and certifications of workers across supply chains. Firms are expected to show how their operations contribute to a just transition by demonstrating that certified tradespeople are deployed where needed, and that apprenticeship programs are actively supporting workforce transformation. Open Data on apprenticeship levels, maintained by provincial and federal agencies, offers a crucial tool for this task. Yet, accessing and integrating this data into operational systems is no simple matter. It requires a level of coordination between human resources, procurement, and compliance teams that, in truth, many firms are still struggling to achieve.
One practical approach begins with mapping certified tradespeople to specific production lines or project sites. This mapping exercise is not just about compliance. It offers a real opportunity for firms to understand the human capital embedded in their supply chains. By linking Open Data on apprenticeships and certifications with internal HR records, firms can create a granular view of where skilled labour is concentrated, where gaps exist, and how training investments might be targeted. The process typically starts by pulling apprenticeship data—often available as downloadable CSV files or through basic API endpoints—from government registries. This data can then be cross-referenced with supplier rosters, subcontractor lists, and internal staffing databases. While the mechanics of this integration can feel technical, the insight it yields is highly strategic.
Linking tradespeople to production lines is, of course, only the first step. The ultimate goal is to ensure that the workforce composition of supply chains aligns with the just transition principles articulated in the Sustainable Jobs Act. This includes promoting diversity in skilled trades, supporting regional job creation in communities affected by decarbonization, and demonstrating a proactive approach to workforce planning. It is not enough to show that certified workers are present. Firms will increasingly be expected to explain how their employment practices contribute to broader social and economic objectives. This shift represents both a challenge and an opportunity—one that will require new ways of thinking about supply chain management.
To support these efforts, many firms are experimenting with the development of annual “green skills” narratives as part of their sustainability disclosures. Such narratives serve a dual purpose. They satisfy emerging regulatory expectations for transparency while also communicating to investors, customers, and employees that the firm takes its social responsibilities seriously. A typical narrative might outline the proportion of supply-chain workers holding recognized certifications, the share of apprenticeships sponsored by the firm or its suppliers, and the initiatives underway to enhance workforce skills in alignment with the low-carbon transition. It might also address gaps or weaknesses in current practices, acknowledging areas where more work is needed. There is value, in fact, in this kind of candidness. It signals a firm’s willingness to engage constructively with complex issues rather than simply offering polished compliance statements.
Constructing such a narrative begins with data aggregation. This is rarely a clean or linear process. Data on worker certifications may come from multiple sources, in multiple formats, and with varying degrees of completeness. Some firms have found success by starting small—focusing initially on high-impact projects or critical suppliers before scaling up. Others have engaged external consultants or technology providers to help build the data infrastructure needed for comprehensive reporting. What is clear is that off-the-shelf solutions remain limited. Most firms will need to tailor their approaches to their specific operational contexts.
Once the data is in hand, the next task is interpretation. Numbers alone do not tell a story. Firms must contextualize their data, explaining how it relates to broader business strategies, regional economic conditions, and sectoral trends. For example, a construction firm operating in Alberta might highlight its role in supporting oil sands workers transitioning to renewable energy projects. A manufacturer in Ontario might emphasize partnerships with local colleges to develop green technology skills. These details give life to the narrative and demonstrate genuine engagement with the principles of the Sustainable Jobs Act.
Of course, the creation of a green skills narrative is not an end in itself. The most forward-looking firms are using these reports as springboards for action. They are identifying gaps in workforce capabilities, investing in training programs, and rethinking procurement strategies to prioritize suppliers who share their commitment to a just transition. They are also, in many cases, engaging directly with policymakers, offering insights into what is working and what additional support might be needed. In this way, supply-chain skills transparency becomes not just a compliance exercise but a driver of competitive advantage and social impact.
In the months and years ahead, the expectations around supply-chain skills transparency are likely to grow. The Sustainable Jobs Act may still be making its way through the legislative process, but the direction of travel is clear. Firms that start now—building the systems, partnerships, and narratives that will underpin meaningful workforce disclosure—will be better placed to navigate the regulatory landscape and to play a constructive role in Canada’s transition to a sustainable economy.