2001 Triple Bottom Line Report - BC Hydro

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W O R K F O R C E I N I T I A T I V E S We compete for skilled employees in an open market and have developed a compensation strategy to help ensure we are competitive with current and future external labour-market realities. We will offer a flexible, competitive base pay and benefits package plus incentives for exceptional individual and company performance. By aligning our actions to strategy we will focus on results. One of our goals this past year was to identify: employment areas expected to be hardest hit by attrition and staff turnover; the resources and skills we need to remain competitive; and how to acquire and retain people to fill key roles. 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 To achieve this goal we have developed a consistent methodology for workforce planning and risk measurement and are implementing it in all strategic business units for fiscal 2002. We are also working to ensure continuity of in-house skills in critical, specialized positions by developing “bench strength” among existing employees. The process involves identifying and developing pools of candidates to draw from as needs emerge. Our goals are to match current skills within the organization to assume leadership roles. E M P L O Y E E I N V O L V E M E N T I N S U S T A I N A B I L I T Y We are inviting our employees to become the core of our focus on sustainability. Recognizing that employee involvement is a precondition for BC Hydro to become a sustainable energy company, we have initiated a three-year program to engage people in broad discussions of our future and how to make it successful. The program will focus on strengthening our internal capabilities by fostering greater employee awareness of S O C I A L B O T T O M L I N E | 1 3 sustainability, how it affects us and how mutual efforts can be aligned to a common goal. The program is aimed directly at linking sustainability to efforts to build a strong and capable organization. Objectives are to build understanding and alignment on common goals, and to engage people in designing sustainable solutions through innovation, ideas and partnerships.
N E W W A Y S O F T H I N K I N G A N D O P E R A T I N G A R E A M O N G W A Y S W E A R E W O R K I N G T O B U I L D 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 . 70 60 50 40 30 20 10 0 Under 20 (Echo) 20 – 34 (Post Boomers) 35 – 44 (Boomers) 45 – 53 (Boomers) 54 – 60 (WWII) 60+ (Depression Babies) GRIEVANCE/ARBITRATION TRENDS AMONG UNIONIZED WORKFORCE NUMBER 96 97 98 99 00 International Brotherhood of Electrical Workers – Grievances International Brotherhood of Electrical Workers – Arbitrations Office and Professional Employees International Union – Grievances Office and Professional Employees International Union – Arbitrations AGE DISTRIBUTION – 2000 PER CENT 0 10 20 30 40 BC Hydro B.C. Labour Force Data Source: PAHR May 2000, 1999 Strategic Projections Inc. S O C I A L B O T T O M L I N E | 1 4 R E L A T I O N S H I P S W I T H U N I O N I Z E D W O R K F O R C E BC Hydro is trying to foster more collaborative relationships by promoting open dialogue between union and management, and by keeping unions informed of all issues at BC Hydro. Many unionized employees are frustrated by wage guidelines imposed by the provincial government for the past seven years, feeling they restrict free collective bargaining with BC Hydro. Employee morale has been impacted by these restrictions. We have attempted to find creative ways to recognize and celebrate employee performance. For example, last year we reached agreement on gain sharing with our unions. The agreement provided cash awards based on the company’s profit performance, customer satisfaction ratings and completion of personal development plans. We also reached agreement on market adjustments of some job classifications at Westech to make compensation more competitive within the marketplace. Challenges include negotiating similar adjustments to other job classifications, and working with unions to ensure capable and competent workers are trained to replace skills lost to retirement in coming years.
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S U S T A I N A B I L I T Y A C T I
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E N V I R O N M E N T A L I N I T I
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N E W P R O D U C T S A N D S E R V
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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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