There was no spotlight when the report arrived. No podium announcements, no camera flashes. One January morning, it was merely a subtle upload detailing 443 misbehavior charges inside the Royal Canadian Mounted Police, making a discreet presence on a government portal. Although the figure was high, it resonated for reasons more than just the sheer volume. It was the subsequent institutional balancing act, the strategic tone of internal accountability, and the methodical distribution of penalties.
Penalties that might significantly ruin careers—pay deductions, rejected promotions, or outright demotions—were the result of nearly 25% of the incidents recorded in 2024. But the number that really stood out was the 10 demotions, which was more than twice as many as had been given in the two years prior. These were not small adjustments; rather, they were clear indications of shifting boundaries of tolerance inside Canada’s most recognizable government organization.
RCMP Misconduct Data – Key Facts from 2024 Report
| Detail | Information |
|---|---|
| Total misconduct cases reported | 443 incidents involving 408 RCMP employees |
| Dismissals or forced resignations | At least 22 officers |
| Number of demotions | 10 officers demoted (more than double previous two years combined) |
| “Serious” disciplinary measures | Nearly 25% of all cases |
| Corrective/remedial actions | Over 70% (including training, supervision, and deferred promotions) |
| RCMP total workforce | 21,641 employees |
| Percentage of employees involved | Fewer than 2% |
| Constables’ share of misconduct cases | 61% of cases, though they make up 54% of workforce |
| Notable infractions | Social media violations, sexual misconduct, abuse of power, criminal acts |
| Year-over-year increase | 12% rise from 2023 (394 misconduct cases) |
| Report released | January 21, 2025 |
| Official commentary | “Commitment to respect, accountability, and transparency” – A. Bangloy |
The result was correction rather than censure for most of the 408 employees listed in the report. Remedial assignments, such as training modules, increased monitoring, or postponed progress, were assigned to about 70%. These were intentional penalties meant to reroute rather than eliminate. Nevertheless, at least 22 cases made it to the point of resignation or termination, serving as a warning that some boundaries are irrevocable once crossed.
The tone for progress was established by the RCMP’s own words, particularly those of Assistant Commissioner Alfredo Bangloy. His presentation used language that may appear sophisticated but actually signals a larger government shift: “building trust” and “fostering a culture of transparency.” These reports have become more consequential and clear when Ottawa mandated yearly misconduct reporting for all government agencies in 2024.
What most surprised me when I read the report was how commonplace some of the violations were. This is a thoughtless social media post. There was an altercation off duty. However, among these were accusations of sexual misbehavior, criminal acts, and misuse of power—actions that continue to seriously undermine public confidence. The blend was disturbing because it showed how wrongdoing weaves itself into everyday life, not because it was shocking.
It’s interesting to note that 61 percent of misbehavior incidents included constables, who frequently interact with the public the most. Given that they comprise somewhat more than half of the RCMP’s staff, that is a statistically significant increase. It implies that conduct lapses under pressure might be colliding with the stress of frontline responsibilities.
Neither names nor specific cities or detachments were mentioned in the report. However, it provided a very obvious structure. It described the offense committed, the parties involved, and the type of response that was taken. As a public document, it was extremely successful in establishing procedural transparency rather than naming wrongdoers.
I recall the receptionist, who was not in uniform, conversing with a local youngster like she was an older cousin during my most recent visit to a small-town RCMP detachment in British Columbia. It was a cozy, reaffirming moment. As I read about systematic misbehavior, that recollection kept coming back to me. It is challenging to understand the disparity between in-person kindness and institutional harm, but this is one of the reasons reform is important.
Similar reports from organizations such as the Correctional Services and Canada Revenue Agency have revealed remarkably similar trends since the publication of this report. Hundreds of workers in several federal agencies have been disciplined. Although it is not flawless, a transparent culture is unquestionably emerging.
That momentum is an opportunity for the RCMP. Their problem goes beyond simply penalizing wrongdoing. The goal is to improve ethics at all levels, from high-command supervision to depot training. Measurable changes are already evident in the data. The rise in official resignations and demotions points to a desire to intensify rather than bury the consequences.
The RCMP is establishing something very novel by incorporating obligatory reporting frameworks and placing a strong emphasis on data-driven accountability: a performance culture that now directly connects to integrity rather than operating in parallel. Their reputation is on the line.
This process will take time to finish. However, because institutional memory is long-lasting, minor adjustments, such as tighter social media guidelines or an improved onboarding process, can gradually create a more reliable framework. This is the idea of Roar Leverage, which was taken from the finance industry but has a very similar spirit: start small, reinvest improvement, and increase impact.
