Since 2014, 3,404 employees have retired and Hydro-Québec has taken the necessary steps to preserve and renew essential know-how in both management and core businesses.

Work organization, support structures and definition of responsibilities are key to strong performance by employees and the company. In recent years, a number of projects have improved the company’s efficiency, resulting in organizational and work process restructuring. To limit the repercussions, Hydro-Québec has put substantial effort into reassigning people who have lost their jobs.

In the current business climate, managers need skill in sharing the company’s vision and business concerns to achieve sustainable performance for the coming years. To support managers, a leadership development program is available for supervisory and middle managers, whether they are novices or experienced. Executive mentoring is provided in training sessions and development programs are tailored to meet managers’ specific needs.


  • We gave 18 presentations on sustainability to college and university students (28 in 2016).
  • Hydro-Québec managers spent an afternoon volunteering at Pause Famille, a Montréal organization supporting families who struggle to raise young children amidst difficult living conditions. Our volunteers got busy sorting and cleaning donated toys and clothing as well as repainting a room. (Montréal)
Internships (number)
  2014 2015 2016 2017
University internships 273 210 181 228
IEPE internships 17 14 10 15
College internships 40 19 21 26
Total 330 243 212 269

In the past four years, Hydro-Québec arranged 1,054 internships. The company is a founding partner of the Institute of Electrical Power Engineering (IEPE). We hired 12 of its graduates in 2017.

Across Québec, guides introduce visitors to Hydro-Québec’s wealth of industrial and technological heritage.

See also