People and
Potential

 
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From customer care through technical services and leadership, the calibre of people we attract and develop determines the kind of company we are. We have high ambitions, as do our employees. It’s not enough to be good, when we can be great.

Employee, Contractor and
Public Health and Safety

Our health and safety values extend to protecting the wellbeing of all people, including our customers, Indigenous peoples and the communities in which we operate. We incorporate public safety considerations into our business practices and decisions and we promote public awareness of safety issues related to our electrical facilities.

Approach

Nothing is more important than the health and safety of our employees, our customers and the public. That is why we work relentlessly with our employees and those who work for us to achieve world-class health and safety performance. Our Journey to Zero initiative – which targets zero injuries and illnesses in the workplace – focuses on enhancing our leadership safety skills, providing employees and apprentices with the skills and tools they need to better identify hazards and minimizing the likelihood of errors that could lead to injury, customer interruptions or damage to assets. Our Health and Safety Improvement Plan is supported by our HSEMS.

Our health and safety values extend to protecting the well-being of all people, including our customers, Indigenous peoples and the communities in which we operate. We incorporate public safety considerations into our business practices and decisions and we promote public awareness of safety issues related to our electrical facilities.

Performance

In December, we experienced the tragic loss of four Hydro One employees while they were being transported in a helicopter to access a transmission tower near Tweed, Ontario. The entire Hydro One family came together for the families and to support teammates in the wake of this tragedy. This event hardened our resolve to achieve our goal of an injury-free workplace. The accident remains under investigation by the Transportation Safety Board of Canada and the Ontario Ministry of Labour. Hydro One is cooperating with these investigators. We are conducting our own review of our operating practices and procedures to understand how this tragedy occurred and to prevent any future occurrences.

In 2017, Hydro One achieved a recordable injury rate of 1.2 per 200,000 hours worked, a 9% increase over 2016 levels, reflecting the multi-fatality helicopter incident.

During the year, we undertook a number of initiatives to improve our overall safety performance. Key among them were:

  • A health and safety assessment, conducted biennially by DuPont Sustainable Solutions, which included a review of office and field documentation; 16 site visits across all lines of business and work environments; leadership and worker interviews; and an employee safety perception survey. Initiatives built around the DuPont recommendations are now being reviewed by the Executive team and Board of Directors, with implementation planned in 2018. These initiatives will focus on opportunities to provide more targeted safety messaging and discussions, improve leadership visibility on safety matters and model expected safety behaviours, in order to avoid complacency.
  • A review of our internal reporting of near-miss incidents, a key tool in identifying and preventing incidents and accidents in the workplace. We value such reporting because it provides an opportunity to learn from a near-miss incident that could have had a more severe outcome. By sharing these incidents across all of our facilities, our goal is to ensure they are not repeated. We are currently reviewing options and appropriate systems to implement enhanced near-miss reporting in 2018.
  • A drive to improve cultural awareness of health and safety, highlighting health and safety roles and responsibilities, the critical importance of adhering to safety rules and procedures and the need for continuous risk identification and goal-setting to improve performance.
  • A continued focus on making the workplace a safer and less stressful environment, a key factor in improving our collective health and safety performance. In 2017, 670 Hydro One employees completed the Mental Health First Aid course to help them identify and respond quickly during a mental health problem or crisis of one of their staff or colleagues.

Finally, as part of our commitment to protect the public, we regularly conduct emergency response drills to demonstrate our readiness to respond during times of crisis, such as extreme weather events, human health emergencies, technical failures and cybersecurity, terrorism or vandalism attacks. In 2017, we conducted 186 emergency preparedness drills, including table top and what-if scenario exercises, with positive results in terms of team responsiveness and organization, as well as a few opportunities to update administrative details.

THE CANADIAN ELECTRICITY INDUSTRY STRIVES TO BE AMONG THE SAFEST IN THE WORLD.
Hydro One employees recognized for keeping people safe
Our employees are empowered to act when something isn’t right.

In November, the CEA recognized 12 Hydro One employees for demonstrating this outstanding quality by presenting them with Lifesaving Awards. The awards are presented annually to any employee of a CEA member company who was involved in a lifesaving attempt, or who acted to prevent further harm to someone who was injured or in need of immediate help.

 

Watch the video

Calvin Stein of Hydro One, an “average farm boy” saves girl from being trampled to death.

Key Programs & Future Initiatives

In 2018, beyond our near-miss reporting and DuPont survey initiatives, we are introducing three safety-oriented initiatives to drive performance improvements.

We will conduct leadership skills training to help managers facilitate conversations with employees about setting safety expectations and the need to take a consistent approach to applying safety rules. We also plan to highlight the importance of safety with incoming employees, apprentices and younger members of our workforce, with a focus on developing the necessary skills to identify workplace hazards. We are developing a tool box of procedures to help all employees identify error-likely situations and ways to eliminate the risk of any damage to assets, health, safety or customer interruption.

Human Resources
and Workplace

Hydro One’s new business strategy is designed to help innovate, diversify and grow our company. It requires an entrepreneurial approach and a culture that is willing to challenge conventional thinking. As we prepare our next generation of leaders, our succession and development plans will build upon those with diverse backgrounds and perspectives, as well as individuals who can visualize what it will take to succeed in the future.

Developing Talent, Building Capability

Approach

Hydro One’s People Strategy is to build human capacity. This means developing the industry’s most skilled and motivated teams, capable of accelerating our transformation into a world-class company.

Performance

In 2017, we merged Hydro One’s Leadership and Organizational Development group with the Training and Development Services team into one new learning team – Learning and Organizational Development (LOD).

LOD has a mandate to provide learning and development that builds relevant organizational capability and delivers proven business impact. (LOD pillars explained below.)

With over a quarter of our current workforce eligible to retire within five years, our investment in better training and development will help us attract and retain a highly motivated, skilled and dedicated workforce. In 2017, we nurtured and grew our talent base by providing 464,000 hours of training, or 58 hours per employee. By 2022 we anticipate 27.4% or 1,478 of our employees will be eligible for retirement.

On the Leading Edge

We launched a two-day Leadership Workshop in 2017, designed to help participants maximize their effectiveness within Hydro One. The workshop is intended to lead participants to higher levels of self-awareness, provide a framework for effective leadership and give them a foundation to achieve higher levels of performance.

It also encourages participants to utilize these new concepts and skills to make a positive business impact, such as drive improved performance, develop more trusting relationships or save time in meeting. Well received, LOD’s task is to now go beyond the traditional post-course survey results and find out whether participants have successfully taken the course concepts back into their working worlds, to provide real and sustainable business impact. In addition to customized online surveys, individual interviews will be conducted. A full report on this new program, its learning approach and overall impact will be prepared in 2018, with a recommendation on further rollout across Hydro One.

Key Programs & Future Initiatives

Improving our ability to gather quality data, provide smarter reporting and make better decisions is a key priority across all of our training and development programs in 2018. We will employ innovation and automation to help establish benchmarks for our key programs and to ensure strong alignment with Hydro One’s values and business imperatives.

Diversity & Inclusion

Approach

Our current Diversity and Inclusion Strategy is helping to shift Hydro One’s workforce and leadership profile. It declares our ambition to become an industry leader, recognized for a culture of inclusion. Our goal is to attract a larger proportion of women, Indigenous people, visible minorities and people with disabilities. This will make us stronger and more innovative, aligning us with our diverse customers and stakeholders. Our strategy supports Hydro One’s Workplace Human Rights and Anti-Harassment Policy and our Corporate Diversity and Inclusiveness Policy.

We will achieve our diversity and inclusion goals by advancing along five paths: workforce planning, recruitment, succession planning, education and leadership development and cultural guidance and outreach. We report our progress on these matters to the Board of Directors and have set diversity goals.

Learning and Organizational Development (LOD)
The new LOD is organized around four pillars, which will better support our business mandate and provide an engaging experience for our employees.
1

Trades and Technical Learning

Focus on delivering Instructor-led and online learning programs.
2

Solution Designers (developers, logistics experts, and Learning  Management Systems administrators)

Dedicated to delivering program content.
3

Leadership Development and Management

Focused on identifying and building core competencies and skills, while providing hands-on learning experiences and exposure. This work includes developing the leadership competencies of our current and future leaders.
4

Learning Effectiveness

Dedicated to developing new ways to measure the impact and effectiveness of training and development courses we offer, to ensure they are relevant to our business needs and meaningful to our employees.

Performance

During 2017, the Catalyst Accord was signed to demonstrate Hydro One’s public commitment to gender parity. Catalyst is a global, non-profit organization focused on accelerating progress for women through workplace inclusion. Through this accord, Catalyst issued a call to action for Canadian corporations to increase the overall proportion of board seats and executive officer roles held by women to 30% by the end of 2022. Hydro One committed to maintaining at least 30% female board members and 30% female executives.

We are committed to increasing the representation of women in executive positions as part of our strategy and in 2017, we saw a modest increase in the number of female executives, as a result of increased diligence in hiring diverse executives.

We are also working hard to attract more women into engineering positions at Hydro One. We renewed our four-year Hydro One Women in Engineering University Partnership program to increase enrolment and career opportunities for female students pursuing Science, Technology, Engineering and Mathematics (STEM) studies at Ryerson University, University of Ontario Institute of Technology, University of Waterloo and Western University. To date, we have awarded 43 Women in Engineering scholarships, which includes financial support and a 4 to 16 month work placement.

During the year, we began an extensive diversity and inclusion effectiveness review at Hydro One. We completed Phase 1 which included the analysis of our talent management data and conducted a corporate-wide diversity and inclusion survey.

We also developed a Human Resources Indigenous Recruitment Integration Plan, in direct consultation with the Indigenous Relations team, which supports our Bronze level certification in the CCAB PAR Program and requires a commitment to specific hiring targets. In 2017, we hired five new Indigenous people, bringing our total to 135, excluding apprentices. We plan to incrementally increase those hiring levels in 2018-2019. Our outreach goal for summer student hiring is to have 10% of positions filled by Indigenous students. We have increased that level to 15% for 2018.

Key Programs & Future Initiatives

In 2018, we expect to complete Phase 2 of our Diversity and Inclusion Effectiveness Review by conducting a corporate-wide survey and focus group discussions. We expect to then finalize our multi-year diversity and inclusion plan. We will advance our Indigenous hiring plans, with a goal to hire six new Indigenous employees during the year and launch an Indigenous Network Circle. With the release of the federal government’s long-form census results in November 2017, we expect to analyze and report on comparisons to labour market availability data. A future priority is to consider LGBTQ2 community priorities and hiring opportunities, with a launch of a self-identification questionnaire expected in 2019.

Indigenous Network Circle

In 2017, we invited Hydro One’s Indigenous employees to join us for a discussion centred on the workforce challenges they face and how we could improve the overall effectiveness of our culture and outreach. Thirty employees attended the session and indicated they were interested in creating a Network Circle to continue the discussion. Early in 2018, we conducted a full-day planning session to develop terms of reference and set goals for 2018. In 2018, we launched Hydro One’s Indigenous Network Circle on June 21st, National Aboriginal Day in Canada.

About this Report

Hydro One’s 2017 Corporate Social Responsibility (CSR) Report updates the progress we made during the past year to advance our health, safety, environmental and social performance. Our report is organized around Hydro One’s five strategic CSR pillars: customers come first, using resources responsibly, people and potential, powering economies, and building a grid 
for the future. It also describes our performance under the Canadian Electricity Association’s (CEA’s) Sustainable Electricity™ Program, which promotes the integration of CSR in business decision-making and pursues leading practices in continuous improvement.

As our CSR strategy and reporting program continue to evolve in support of Hydro One’s business strategy, we will review further opportunities to align our reporting with the internationally recognized Sustainability Reporting Standards, developed by the Global Reporting Initiative (GRI).

The information in this report reflects our performance from January 1, 2017 to December 31, 2017 and covers our Canadian operations. This CSR report is limited to Hydro One Limited (referred to as “Hydro One” throughout this report). All dollar amounts are in Canadian dollars. The scope of the report excludes Hydro One Remote Communities Inc. and Hydro One Telecom Inc.