1. © 2008 Eventure Events. All rights reserved. Mitigating Business Risks with Strategic Workforce Planning Lina Doucet Bruce Power

2. Agenda Introduction WFP Model Business Requirements Technical Solution Business Impact Key Points Contact Questions

3. Bruce Power Bruce Power is a Canadian Nuclear Plant Operator Canada's first private nuclear generating company and the source of more than 20% of Ontario Canada's electricity Located approximately 250 kilometres northwest of Toronto Lina Doucet, Bruce Power Workforce Planning Team –Former Business Consultant with 15 years of experience in business development, training and process improvement now working in the Energy Sector

4. Business Assumptions Business plan driven or work driven? Workforce planning: a human capital management or financial exercise? Centralized/top-down approach vs. demand- based?

5. Business Drivers Fiscal responsibility to optimize the size of our workforce and minimize staffing costs Work efficiencies required for optimisation are aligned with WANO 1 initiatives Prepares the company for the upcoming labour shortage Positions our company to be more competitive and mitigate risk in a changing business environment

6. Bruce Power’s Workforce Planning Model Based on mitigating risk – critical skills / staffing costs Long Term Workforce Model (5 years) with ramp down curve establishes year end Job Level Targets JLTs based on staffing requirements (eg work analysis) “filtered” with benchmarking results / best practice / 5 year implementation plan All staffing actions (including hiring, staff movements, retention strategies etc.) based on CWS (Critical Workforce Segments) A network of Divisional Staffing Planning SPOCs (single points of contacts) are active in the WFP Process

7. Business goals and activities Staffing budget Corporate staffing level targets Long-term business plan

8. Talent segmentation Diversity Skills requirements Assess future workforce Long-term business plan Long-term business plan

9. Demographics Attrition assumptions Talent pools Assess current workforce Assess future workforce Long-term business plan Assess future workforce

10. Long-term business plan Assess current workforce Assess future workforce Gap analysis Assess current workforce Job level targets and 5-year workforce plans Workforce redistribution across divisions and job families Gap between future and current workforce (numbers, skills, etc.)

11. Long-term business plan Assess current workforce Assess future workforce Gap analysis Staffing strategies Employee retention plans Employee development and career plans Employer of choice initiatives Succession plans Employment equity plan Employee relations strategy

12. Workforce Modelling

13. Current Workforce Model Projects Finance & CS LAW Power Marketing Group A Group B Group C Group E Group D Retirements

14. Current Workforce Model Projects Finance & CS LAW Power Marketing Group A Group B Group C Group E Group D Staff Movements

15. Current Workforce Model Projects Finance & CS LAW Power Marketing Group A Group B Group C Group E Group D Hiring

16. Current Workforce Model Projects Finance & CS LAW Power Marketing Group A Group B Group C Group E Group D Future 8 Unit Workforce Model Group A Group B Group C Group D Group E

17. Fundamental WFP Principles All staffing actions based on long-term business goals (not everyday “urgent requests” or “what was”) & criticality of positions (including $$$) Talent management based on building the future workforce Approved (i.e., executive buy-in and sign off) formal staffing actions required to mitigate risks related to an aging workforce and pending labour shortage

18. Bruce Power – Workforce Planning Business Requirements Company’s HR Division used several Excel spreadsheets to manage its Workforce Planning Process (WFP) creating a localized source of business intelligence with limited transparency to line managers Some line managers used customized databases or local spreadsheets to analyze staffing requirements and develop hiring plans based on their own source of data and assumptions Historically, company was using traditional approach to WFP by rolling up line demand for staff (12 to 18 month plan)

19. Bruce Power – Workforce Planning Business Requirements Need for automation: –As the company was experiencing growth, an ageing workforce and stringent regulatory requirements, automating the WFP process was required Market Survey: –Company did a market scan to find off-the-shelf solutions / WFP software –Decision was made to accept tenders to develop in- house product

20. Technical Solution Bruce Power uses SAP BW 3.5 for strategic reporting Leveraged SAP’s Business Planning Simulation Module (BPS) within Business Warehouse, to automate the existing Workforce Planning Process

21. Hiring Plan

22. Reports

23. Executive Dashboard

24. Business Impact Desktop solution provides managers with full transparency to business assumptions Divisional single point of contact reviews / validates data on an ongoing basis What if scenario “self serve” capability has reduced re- work and multiple revisions to hiring plan. Hiring process has been streamlined (e.g. staffing request forms have been eliminated, requisitions can be created based on on-line hiring plan, HR reports and analysis can be done by line managers)

25. Business Impact (continued) Executive Dashboard provides mission critical data to Executive Vice Presidents and CEO Enhanced Analytics (staff movement trends, talent pools, staffing level forecast, etc.) WFP Module designed for “total workforce management” (temps, contractors, regular, etc.) Module can produce “HR What if scenarios” for acquisitions, Green Field / Brown Field Projects, new divisions, negative growth management/ downsizing, etc

26. Key Points Utilize BPS planning function to automate Hiring Plan generation process BPS is a strong module for what-if scenario analysis Using BPS can ease the integration of workforce planning and business planning Scope control was key during the project. –Resist temptation to enhance design beyond scope

27. © 2008 Eventure Events. All rights reserved. Lina Doucet Bruce Power lina.doucet@brucepower.com 1 (866) 748-4787 ext. 5458

28. © 2008 Eventure Events. All rights reserved. Questions?