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Toronto Hydro 2014 CR Report_FINAL

TORONTO HYDRO 2014 CORPORATE RESPONSIBILITY REPORT 47 INTRODUCTION MATERIALITY AND STAKEHOLDER ENGAGEMENT OUR WORKFORCE SUSTAINABLE BUSINESS AND OPERATIONS OUR ENVIRONMENTAL FOOTPRINT SUPPORTING OUR COMMUNITY GOVERNANCE AND ETHICS Preparing professionals for advancement within the organization In 2014, Toronto Hydro collaborated with an external consultant group to design a professional development course for employees. The program is tailored to help professionals expand their careers at Toronto Hydro by seizing opportunities to advance their expertise within the organization. The coursework is a mix of in-class material, interactive online modules and coaching sessions. Fostering leadership The Powerful Leadership Program assists supervisors and managers in developing leadership skills. The four-month program consists of four courses containing 14 modules. The program uses interactive guidelines to explain how to effectively communicate and manage employees. It helps supervisors understand organizational goals, and ensures their teams are aware of Toronto Hydro’s strategic direction. Since the program launched in 2011, 171 employees have completed the program. Over the last five years, we have filled 62% of leadership roles with internal candidates. Tuition reimbursement The tuition reimbursement program encourages employees to upgrade their professional skills and knowledge through accredited educational programs delivered by academic institutions. Employees who enrol in courses that are aligned with their positions and the needs of the organization are eligible for financial support. By providing continued growth opportunities, we’re building a workforce committed to innovation and continuous improvement. When it comes to career progression, we measure employee development and performance through our formal performance management process. Employee performance expectations are linked to key performance indicators and Toronto Hydro’s corporate scorecard. Managers establish performance expectations with their employees and monitor and evaluate performance throughout the year. We have a robust individual performance management system that values goal setting, continuous feedback, technical and behavioural competency assessments and development planning. Formal opportunities to discuss performance with employees occur throughout the year. In 2014, over 99% of employees received a formal performance review. 950 943 99% 100 100 100% 869 869 100% PLANNED CONTRACTS REVIEWS* MANAGEMENT ENGINEERS BARGAINING UNIT ACTUAL CONTRACTS REVIEWS* COMPLETION RATE G4-LA11 Breakdown of employees receiving regular performance reviews by employee category11 NOTES: * The overall performance review totals do not equal total number of employees as stated in the Workforce section of this report. This is due to the inclusion of two performance reviews for management employees and engineers, as well as various employee leaves. 11 This information is not available by gender.


Toronto Hydro 2014 CR Report_FINAL
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