Disclosure on Management Approach
A Disclosure on Management Approach (DMA) provides a brief overview of how we address similar issues to ensure continual improvement. It describes such fundamental management
components as policy, responsibilities, strategies, and monitoring, and sets the context for associated performance information.
Our Management Approach – Community Relations Major Community
Relations Risks and Opportunities
• Opportunities
o Effective community relations can be used to ensure timeliness of projects, and to enhance trust and reputation
o Community investments can have a positive impact on the well-being of our customers, partners and fellow citizens
• Risks
o Interruption of operations due to stakeholder concerns
o Without targets, we could find ourselves directing community investments inefficiently
Policy • Our Sponsorships and Donations Policy describes what types of organizations we will and will not support.
• We plan to develop a Stakeholder and Aboriginal Relations Policy in 2009.
Operational Responsibility • The Director of Stakeholder and Aboriginal Relations and his team develop tools and approaches, and work with business units to implement them.
• Our Vice-President of Marketing oversees the community investment program. A Manager of Sponsorship and Community Investment directs daily activities
Key Strategies and Procedures for Implementation
• Integrating the activities of the Stakeholder and Aboriginal Relations department into the activities of operations groups in the field is a focus.
• We use Consultation Manager, a web-based tool, for tracking commitments made to stakeholders and actions taken, and for ensuring we remain in compliance with regulatory requirements regarding stakeholder
engagement.
• Through our participation in LBG Canada we learn about best practices and ways to make community investment more strategic and focused on impacts.
• To align with our growing market, we are increasing our focus on community investments and relations beyond Calgary’s borders.
Major Changes in 2008 to Systems or Structures to Improve Performance
• We established a wind energy technician scholarship for Aboriginals at Lethbridge College.
• We developed a training manual and support materials for Consultation Manager.
Training and Awareness • Employees are informed of our community interactions through our intranet site and our internal newsletter. The Manager of Sponsorship and Community Investment regularly updates key departments about relevant activities.
• We trained many consultants and land agents to use Consultation Manager.
• We plan to offer cultural awareness training in 2009.
Monitoring and Follow-up • As described in the Strategy section above, we use Consultation Manager as our primary follow-up tool on stakeholder issues; and GrantStream for community investments.
• A financial audit is done on select community investment figures.
• We are increasingly asking recipients to measure and report on the tangible impacts of our contributions.
Goals and Performance • Through our participation in contribute 1% of our pre-tax profits to non-profit groups. Imagine Canada we aim to • We would like to improve the ratio of community
investment to sponsorship dollars, so that community investment figures increase.
• See performance data.
Key Successes and
Shortcomings • We received regulatory approval for our Crossfield project. Nearby residents provided input to landscape design. The town council was actively engaged. At a resident’s
request, we conducted baseline EMF testing.
• We launched Gen E™, a program that provides teachers with tools to bring the concepts of energy conservation and emerging renewable energy technologies into the classroom.
Our Management Approach – Economic Major Risks and
Opportunities • Opportunities o The front pages and the Message to Stakeholders in our Annual Report highlight our most significant opportunities.
• Risks
o Our Annual Report includes an extensive section on
risks
Policy • We have adopted several policies and practices to ensure that ENMAX generates economic benefits in a responsible manner:
o Disclosure and Confidentiality o Dividend
o Accounting and Financial o Principles of Business Ethics o Code of Conduct Compliance
Key Strategies and Procedures for Implementation
• By operating as a vertically integrated organization (i.e. generation, transmission, distribution, retail, and energy services) we are able to provide better service to
customers, balance the risks of the energy industry, and generate economic benefits throughout the value chain. • Ensuring that generation capacity meets demand is a
priority. We work to keep electricity costs competitive by investing in a diverse range of generation facilities.
Major Changes in 2008 to Systems or Structures to Improve Performance
• See our Annual Report for activities, investments, and system improvements we made in 2008.
Performance
• Please see our financial reports for financial performance. • See performance data for economic performance
Key Successes and Shortcomings
• We are generating economic opportunities for suppliers and employees through our recent and current construction activities in Calgary, Crossfield, southern Alberta, and British Columbia.
• See our Annual Report for additional successes and shortcomings.
Our Management Approach – Environment Major Environmental
Opportunities and Risks • Opportunities o Reducing our reliance on fossil fuels
o Providing alternative energy options (e.g. fewer GHG emissions than existing coal-fired plants, renewable, distributed generation,
cogeneration)
o Encouraging energy conservation • Risks:
o Leaks and spills o Wildlife disturbance
o Working around water bodies
o Hazardous and non-hazardous wastes
Policy • Our Environment Policy was adopted in 1998, and is renewed on an annual basis. In summary, our policy commits us to:
o Prevention of pollution;
o Awareness of environmental issues and the policy;
o Compliance with environmental laws, regulations and policies;
o Continual improvement of environmental performance; and
o Training of employees to minimize environmental impacts.
Operational Responsibility • ENMAX has an Executive Vice President, Regulatory and Legal Services, who is responsible for operational environmental issues.
• The Environmental Affairs department is a shared services group comprising six corporate staff, responsible for maintaining the corporate environmental management system (EMS) and ensuring conformance at the business unit level. • Business unit Executive Vice Presidents are directly
responsible for implementation of policies and practices.
Key Strategies and Procedures for Implementation
• Our EMS defines expectations, requirements, and operational controls to mitigate environmental impacts. Our EMS conforms to the ISO 14001:2004 international standard for environmental management. We review our EMS annually.
Major Changes in 2008 to
Improve Performance performance.
• We developed a key performance indicator (KPI) to reduce GHGs.
• We asked employees to sign an EcoPledge to make environmental stewardship commitments at home and at the office.
Training and Awareness • New hires are expected to take online environmental awareness training.
• Every year the Environmental Affairs department trains operations staff on subjects such as spill response, wastewater handling, and dangerous goods.
• We use the EcoPledge, displays, and our intranet to increase awareness.
Monitoring and Follow-up • We conduct internal environmental EMS and compliance audits annually. Corrective actions for shortcomings are identified and implemented. • An external body audits our EMS every three years.
Goals and Performance • We targeted having 90% of employees sign up to EcoPledge. At year-end, 92% of employees had signed up.
• Our KPI target was for a 5% reduction in 2008 in absolute GHG emissions from 2007 levels. We were unable to meet the target.
• We will set additional environmental targets in 2009. • See performance data
Key Successes and
Shortcomings • We acquired an additional 63 MW of wind power generation. • In the Weaselhead Natural Park, we rebuilt a
transmission line, which involved the use of a helicopter during winter to minimize on-ground environmental impact.
• In late 2008, we launched two employee programs:
eco-rebates for the purchase of energy efficient appliances; and a program that subsidizes the cost of installing alternative energy technologies in employee homes.
Our Management Approach – Human Rights
We have not included a Disclosure on Management Approach for Human Rights in this report for a variety of reasons. As an organization operating in Canada where there are numerous regulations addressing human rights issues and low risk of human rights abuses, we have not seen the need at ENMAX to develop a human rights policy, training and monitoring, or to screen suppliers on human rights performance. Should a human rights issue arise, our Vice President of Human Resources would address it in accordance with applicable legislative procedures. How we address certain aspects of human rights is covered in two of our other Disclosures on Management Approach –
Labour Practices and Community Relations.
Our Management Approach – Labour Practices Major Labour
Practices Risks and Opportunities
• Opportunities
o Sharing knowledge from older employees with the rest of the workforce
o Pursuing certification of safety management system • Risks:
o Shortage of tradespeople o Lack of diversity program
Policy • We have adopted several policies and practices to ensure a safe, respectful and ethical workplace:
o Principles of Business Ethics o Respectful Workplace o Privacy
o Alcohol and Drug
o Occupational Health and Safety
o Ability Management (aimed at accommodating disabled persons)
Operational Responsibility
• ENMAX has a Vice President of Human Resources, who is responsible for operational employee issues, and reports to the Board three times a year.
• Centres of excellence within corporate Human Resources develop tools and provide oversight and consistency to the business units.
• Business unit Executive Vice Presidents are directly responsible for implementation of policies and practices. They are supported by Human Resources business partners.
Key Strategies and Procedures for Implementation
• Our Human Capital Plan provides direction and priority for developing and maximizing ENMAX’s employee base. Four priority elements in the plan are: workforce planning,
succession management, leadership development and career development. The other three elements of the plan are performance management, rewards & recognition, and learning & development. All elements are integrated and
interdependent.
• A key focus for employee attraction and retention is the suite of amenities we make available (e.g., child care, fitness centre, wellness specialist).
Major Changes in 2008 to Systems or
Structures to Improve Performance
• In 2008, we developed the Human Capital Plan and
reorganized employee services into centres of excellence. • We revamped our compensation program.
• We reached an agreement with CUPE that unionized
employees are now eligible for incentives based on individual merit.
Training and Awareness • We offer online training for orientation, management and leadership attributes, and our Principles of Business Ethics. Key in-person training targets supervisor fundamentals and leadership attributes.
• There is a Human Resources page on our intranet site – Intramax.
Monitoring and Follow-
up • An anonymous and confidential, third-party Safety and Ethics HelpLine is available for employees. Compliance, Internal Audit, Human Resources, or Safety address raised issues. The Corporate Governance Committee is updated on HelpLine effectiveness three times a year.
• We conduct a monthly Employee Pulse survey with a random sampling of 100 employees to understand current levels of satisfaction and engagement.
• We conduct comprehensive safety audits every three years.
Goals and Performance • Our KPI targets for safety in 2008 included achieving best in class total recordable injury frequency, and lost time severity rates. Although we achieved best in class performance in some of our business units, our consolidated figures did not meet the targets.
• See performance data
Key Successes and
Shortcomings • ENMAX was included in Alberta’s Top 40 Employers again in 2008. • We renegotiated collective bargaining agreements with CUPE
and IBEW.
Our Management Approach – Society
We have not included a Disclosure on Management Approach (DMA) for Society in this report because we do not have just one consolidated approach that addresses the dissimilar aspects that are listed under the Society heading in the GRI Guidelines – community; corruption; public policy; anti-competitive behaviour; and compliance. Our Community Relations DMA addresses
community issues, and our Labour Practices DMA addresses business ethics issues.
Our Management Approach – Product Responsibility Major Product
Responsibilty Risks and Opportunities
• Opportunities
o Providing comfort to the communities in which we operate that ENMAX is concerned and proactive
o Raising awareness within these communities about product safety
o Providing excellent customer care • Risks
o Potential injury to members of the public and our workers
o Delays in approvals or interruptions of operations if considered irresponsible by stakeholders
Policy • Our Occupational Health & Safety Policy addresses employee and public safety.
Operational Responsibility • A Manager, Facilities and Security Services, is responsible for public safety and physical security issues related to ENMAX facilities.
• A Director, Occupational Health and Safety is responsible for safe work practices, including those that affect the public.
• A Senior Engineer, Standards, is responsible for addressing public concerns related to electric and magnetic fields (EMF).
Key Strategies and Procedures for Implementation
• We have specific procedures (e.g. for working
overhead or in manholes) to minimize public exposure to potential hazards
• Our strategy for keeping the public safe around our installations is to make the facilities visible and to use fencing and signage.
• We take the opportunity to educate customers about EMF when we are asked to conduct EMF testing around their homes.
• We have service quality standards that use clear language on our bills and contracts regarding our responsibility to our customers.
Major Changes in 2008 to Systems or Structures to Improve Performance
• We designed a system to be in conformance with OHSAS 18001 (an international safety management system standard) that addresses employee health and safety and our employees’ influence on public safety. • We installed additional security cameras at various
locations to deter crime and vandalism and simultaneously address public safety.
• We launched a set of software improvements to enable better customer care.
Training and Awareness • We periodically conduct table-top or actual emergency response exercises to ensure our systems are effective at protecting public safety.
• To improve electricity safety awareness we run a school program that reaches approximately 13,700 students each year. We also sponsor the Safety Expo at Calgary City Hall.
• We have partnered with Crime Stoppers to address metal theft at our facilities, which also helps to avoid public and employee injuries.
• In conjunction with open houses regarding our planned facilities we include information on public safety
issues.
• We have a dedicated EMF web page and numerous
safety pages to provide current information and tips to our customers.
Monitoring and Follow-up • All safety incidents (internal or external) are investigated.
• We conduct frequent inspections of our facilities, including third-party security checks in more remote locations.
• Customers are able to address concerns through our customer care representatives and our trouble line. • We conduct about 15-20 EMF tests per year at the
request of customers.
Goals and Performance • Our goal is to have zero public safety incidents every year.
• We aim to address calls regarding EMF and public safety concerns within 24 hours.
• See performance data.
Key Successes and
Shortcomings • Our School Safety program experienced tremendous growth in 2008. • To complement our existing work procedures, we
developed a standardized procedure for working on aluminum wire to enhance worker and public safety. • The boom of one of our truck-mounted cranes collided
with a commuter train.