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Workforce
Our success as a company ultimately depends on our workforce. We are committed to building and maintaining a high-performing workforce that reflects the diversity of Canadian society. We hire highly qualified people and support their success through development opportunities, training and a supportive work environment.
| Managing diversity
The company has a comprehensive statement that acknowledges the value brought by diversity in the workplace. This is supported by an education program designed to help managers in enhancing employees’ understanding of and support for our commitment to diversity. In 2006, to increase awareness of the company’s position on diversity, this training was expanded to include front-line supervisors. More than 285 supervisors and managers attended the full-day course.
| Recruitment
A major focus of efforts to attract and hire new workers is our campus recruitment campaign. In 2006, we redesigned the campaign communication materials, based on recruitment research and interviews with university students and recently hired employees, to enhance their effectiveness.
Through practical work experience, scholarships and university grants, we also seek to attract the most capable and highest-performing students to pursue careers with the company, particularly in engineering and business. In 2006, about 120 intern and co-op assignments were provided to top students from across the country.
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Compensation programs
Imperial’s total employment offer includes competitive compensation and benefits, savings and retirement benefits. The company also offers personal development and training, paid education assistance and flexible work schedules, including working part-time and job sharing. In 2006, we paid $1 billion in compensation and benefits to employees.
We continue to monitor all elements of our total employment offer and make changes to ensure it remains attractive and competitive. Last year, we reviewed and modified a number of aspects of our offer, including compensation, to better align it with the market.
Training and leadership development
Employees are provided with many opportunities to upgrade their skills and capabilities over the span of their careers.
In their first year with Imperial, new professional and technical employees attend a three-day orientation seminar, which includes an overview of the company and an opportunity to meet with senior management. Employees are then involved in a process that provides a wide range of development opportunities, including job rotation, classroom learning, and performance feedback and mentoring, to enrich their skills and experience.
In 2006, there were 1,365 attendees at the approximately 75 in-house courses offered across the company on topics with broad application, designed to help employees achieve their maximum potential.
Particular attention is paid to early identification and training of individuals with the potential to perform at senior levels. Through the management development program, potential leaders are identified and supported through a program of job rotations, which exposes them to many aspects of the company. In addition, about 100 managers and supervisors participated in general management courses in 2006.
Workplace flexibility
We support a balance between careers and personal lives. We offer a variety of programs to assist employees in achieving that balance, including flexible work schedules, part-time work options and job-sharing arrangements, scheduled and floating earned days off, and leaves of absence. To enable our employees to access quality child-care services, we registered with a national childcare supplier that specializes in providing services to employees of major companies. In 2006, the services were made available in a number of centres, including Calgary and Toronto.
| Labour relations
We recognize and respect employees’ right to freely choose the form of representation that best fits their needs. In 2006, about a quarter of the company’s 1,860 hourly paid wage employees were union members. The remainder were represented by non-union systems such as employee associations or joint industrial councils. Relationships with all employee groups have been positive.
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Equal opportunity and anti-harassment policies
We are committed to providing equal employment opportunity to all individuals. Individual employment and career development are based on qualifications, ability and performance. Managers are responsible for maintaining a work environment that is free from discrimination or harassment.
Each year, managers are asked to review our equal opportunity and anti-harassment policies, and every four years managers and employees receive updated training on these policies.
Under company policy, harassment is any inappropriate conduct that has the effect of creating an intimidating, hostile or offensive work environment or unreasonably interferes with an individual’s work performance. Harassment in any form is prohibited at Imperial. Harassment policy compliance is evaluated through an annual stewardship process, and harassment claims are thoroughly investigated. All employees, including supervisors and managers, are subject to disciplinary action, up to and including termination, for an act of harassment.
Non-retaliation and grievance system
Employees are encouraged to ask questions, voice concerns and make suggestions regarding Imperial's business practices. They are also expected to report to management suspected violations of the law or of the company's policies or internal controls. Policy or control issues may include employee rights, ethics and environment, health and safety-related issues. These reports are promptly investigated and action is taken, if warranted. No retaliation may be taken or threatened against any employee for voicing concerns. We believe open-door communications helps prompt fairness and respect for the dignity of all employees.
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