GRI No
 |
Reporting Elements
|
References and Notes
|
| Gouvernance |
4.1  |
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. |
|
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization's management and the reasons for this arrangement). |
The President and Chief Executive Officer is an executive officer.
|
| 4.3 |
For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or nonexecutive members. |
|
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Under its act of incorporation, Hydro-Québec is a mandatary (agent) of the State. The shares of the Company are part of the domain of the State, and are allotted to the Minister of Finance. |
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). |
Hydro-Québec applies a variable remuneration policy for its executives and employees, based on the achievement of corporate or individual objectives. The objectives concern measurable results for the shareholder (financial performance), customers (service quality) and employees (health, safety and motivation).
|
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
A code of ethics and rules of professional conduct for directors, executives and controllers of Hydro-Québec has been put into place to define the ethical principles and rules that must be respected. The code of ethics lists a series of duties and obligations of directors, executives and controllers with respect to conflicts of interest.
|
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. |
Pursuant to the Hydro-Québec Act, in July 2007, the Board of Directors approved a profile of expertise and experience for Board members.
The profile lists a series of prerequisites for Company administrators. It also lists qualifications and experience needed by the Board as a whole for various sectors of activity, including energy, engineering, technology, finance, accounting, environment and human resources management.
|
| 4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. |
|
| 4.9 |
Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. |
The Company's 11 policies are subject to yearly accounting to the Board of Directors. The Board of Directors, with the support of its various committees, receives and reviews a number of reports, such as those on compliance and environmental legislation, sustainability, the Fondation Hydro-Québec pour l'environnement and the activities of standing liaison committees.
|
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
Members of the Board are appraised once a year using a questionnaire based on recently approved criteria.
|
| Commitments to External Initiatives |
| 4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organization. |
|
4.12  |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
|
| 4.13 |
Memberships in associations (such as industry associations) and/or national / international advocacy organizations in which the organization:
- Has positions in governance bodies;
- Participates in projects or committees;
- Provides substantive funding beyond routine membership dues; or
- Views membership as strategic.
|
|
| Stakeholder Engagement |
| 4.14 |
List of stakeholder groups engaged by the organization. |
|
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Hydro-Québec identifies its stakeholders in terms of its main issues, which include energy efficiency, development of renewable energy and technological innovation.
Stakeholders associated with the company's main issues are systematically targeted and consulted. |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Hydro-Québec continually surveys its customers and the Quebec public, consulting more than 10,000 people each year to determine their level of satisfaction, image of the company, and perception of its sustainability performance. Focus groups are held every year to identify expectations among individual customer segments.
Other stakeholder groups such as local communities, First Nations and employees are also included in our activities and projects according to the company's main issues.
|
| 4.17 |
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. |
The objectives of the company strategic plan are developed in terms of customer expectations, which the company tracks through a "table of tables." This process ranks customer expectations and rates the degree to which they are met, which helps Hydro-Québec improve its business processes, set improvement targets and identify ways to reach such targets.
|
