2001 Triple Bottom Line Report - BC Hydro

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B O T T O M L I N E Our social bottom line measures how well we consider the interests of people we affect, interact with and depend on in the course of our business. Our employees are the foundation of our success, the drivers of our core business strategies and the basis of our confidence in BC Hydro’s evolution towards sustainability. We are working to build a strong and capable organization. S O C I A L B O T T O M L I N E | 1 1 A strong and capable organization also lends strength to the people outside our company, in the communities we serve. BC Hydro’s respect and concern for the broader social environment in which we operate will earn us the public’s trust and consent to continue managing the province’s energy resources on their behalf. Our success is sustained, in part, by the positive business, cultural and personal relationships that ensue. ENVIRONMENTAL INTEGRATION SOCIAL ECONOMIC
B U I L D I N G A S T R O N G A N D C A P A B L E O R G A N I Z A T I O N Employee knowledge, commitment and innovation are crucial to our company’s future, especially as we further incorporate sustainability into BC Hydro’s core values and business strategies. Our goal is to foster high-performance teams of employees by sharing a common vision of excellence, investing in individual growth and development, and cultivating a work environment that encourages people to reach their full potential. We have identified workforce initiatives as being crucial to building a sustainable future. Demographic trends and competition for the best people mean we must work harder to attract and retain the skilled and qualified employees who are and will be the backbone of our organization. As well, over the next decade we will experience significant turnover due to the retirement of an aging workforce, and at a time of unprecedented shortages of skilled labour across North America. To meet these challenges, in 2001 we started work on several key initiatives to make BC Hydro an employer of choice. Programs directed at strategic workforce planning, competitive compensation, training and development, and succession planning have been developed to address the needs in areas expected to be hardest hit by attrition, turnover and competition for highly-skilled employees. S U S T A I N A B I L I T Y A C T I O N P L A N I N I T I A T I V E C O R P O R A T E S O C I A L R E S P O N S I B I L I T Y A three-year program was launched this year to supply one of the crucial pieces we need to build our future as a sustainable energy company: knowledge of how we impact the social bottom line. We are developing a measurement and decision-making structure to define corporate social responsibility and integrate it across our business structures. S O C I A L B O T T O M L I N E | 1 2 SUPPORT COMMUNITY FORGE PARTNERSHIPS BUILDING A STRONG AND CAPABLE ORGANIZATION The program aims to unearth the social aspects of our business that contribute to shareholder value, and to change the way we conduct business to accrue that value. Results are expected to provide the foundation for defining, driving and delivering future corporate social responsibility activities across our business units. The program’s first year will define the company’s social responsibility principles and will develop strategies for their incorporation into our business. Years two and three will focus on implementing the resulting plans and monitoring our performance.
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C U S T O M E R We create customer
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S O C I A L I N D I C A T O R S ( C
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2001 Triple Bottom Line Report - BC Hydro

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