Staff Report #12
May 9, 2025
To All Commissioners
Re: 2025 Work Program – Human Resources – First Quarter Update
Recommendation
That the report be NOTED and FILED.
Background
The following report is provided as an update on significant projects as set out in the 2025 Work Program that were scheduled to commence and/or be completed in the first quarter, with the lead on same being the primary responsibility of Human Resources.
5.2 – Occupational Health and Safety Work Program
The following provides an update on activities scheduled and/or completed from the Occupational Health and Safety Work Program for the first quarter of 2025.
Inspector Vehicle Assessment
A working group was formed of Inspectors and management representatives to assess best practices relating to the setup of all Inspector vans regarding quick and easy access to on-road equipment ergonomically and safely. The recommendations outlined by the working group were approved, and all modifications to the vans have been implemented. All future purchases of vans will be set up in the same manner. Positive feedback on the overall setup has been received.
Health and Safety Policy and Procedure Review
In 2025, Human Resources, with the respective departments, JHSC members and external resources, began reviewing all related policies and procedures to continue to ensure legislative compliance and best practices, ensuring the workplace is safe for all employees. While this item on the workplan is a multi-year project, significant progress (30% of related policies and procedures) has been made in reviewing the policies and procedures and drafting updates for consideration with the JHSC.
6.1 – Annual Performance Report – Grievances 2021-2024
Grievances are reviewed annually to determine potential trends and issues and assess labour relations. Grievances are a tool to resolve problems with the bargaining agent effectively and are not necessarily viewed as a negative issue. From a historical perspective, approximately 50 grievances are filed annually on average. In early 2024, the parties experienced a notable increase in grievance filed during the first quarter, primarily related to multiple grievances filed on generally the same issues and a change in union executive members. Following that period, the trend returned to historical levels, consistent with the past approach of the parties (ATU and LTC).
Per the Collective Agreement, the grievance process is a three-step process. A high-level overview is as follows: any unionized employee may file a Step 1 grievance if they believe there was a violation of the Collective Agreement. This initial grievance is dealt with at the respective department stage. If the ATU is unsatisfied or the matter is related to a contract interpretation or termination, the ATU will advance the grievance to what is referred to as Step 2 (noting the employer can do the same). The Director of Human Resources deals with Step 2 grievances and works closely with the ATU. Thirdly, if the ATU remains unsatisfied, they may take the matter to arbitration. To date, there are no pending or scheduled grievances at arbitration.
6.4 – Digital Recording Surveillance System Usage Policy & Procedures
Human Resources completed the annual audit on the Digital Recording Surveillance System Usage Policy & Procedures to ensure proper procedures for use/securing/retention and destruction of images were undertaken per the above-noted policy and the Commission’s Privacy policy. The audit findings have consistently demonstrated full compliance with respective policies and procedures.
6.5 – Annual Performance Report – Corporate Training
The Corporate Training team continues to prioritize new onboarding training programs due to the need to recruit. Since 2024 in Operations, approximately 41 new hires completed the New Operator Onboarding Program, Fleet and Facilities onboarded 16 skilled and semi-skilled employees, and Administration onboarded 7. Other key initiatives in 2024 included the following:
- In 2024, Human Resources and Operations undertook an extensive review and assessment of the New Operator Onboarding Program, including obtaining feedback from those who had participated in the program in 2022 and 2023. An 8-hour New Operator Refresher Program that new Operators will participate in at the nine-month employment mark was established. The program provides enhanced defensive driving focusing on mirror usage and clearance issues, refresher reviews on key SOPS, customer service expectations, how to handle complicated interactions, and the support available for new Operators to help them perform their jobs successfully. The program was rolled out in May of 2024, and 120 Operators (hired from 2022 to the present) have completed the program. Feedback from participants has been positive, and ongoing monitoring is being evaluated for its effectiveness on a go-forward basis; and
- As an update to Staff Report #10 dated August 28, 2024, LTC has a long-standing Human Rights and Diversity Policy (Anti-Harassment, Anti-Sexual Harassment and Anti-Discrimination) and a Mutual Respect in the Workplace Policy and Complaint Procedure. In early 2024, a thorough review and update of the related training modules for LTC’s Human Rights and Diversity Policy (Anti-Harassment, Anti-Sexual Harassment and Anti-Discrimination), Mutual Respect in the Workplace Policy and LTC’s Diversity program was completed to ensure each continues to meet legislative requirements and effectively educates all employees on the provisions of the policies, addresses workplace issues to reduce policy-related violations and improve the workplace. The approved training modules were rolled out in the second quarter of 2024. The program has been implemented into the onboarding program, and all current Administration and Fleet and Facilities employees have completed it.
For the Operations group, Human Resources and Operations developed a one-day Operator Education Program (OEP) that includes the delivery of LTC’s Human Rights and Diversity (Anti-Harassment, Anti-Sexual and Anti-Discrimination), Mutual Respect in the Workplace and LTC’s Diversity training modules combined with Standard Operating Procedure (SOP) review, employer expectations, mobility securement refresher, in addition to a session on healthy habits in the workplace. To date, 30% of the Operator group have participated in this training, which is expected to be fully rolled out by the first quarter of 2027.
- LTC has a long history of supporting a comprehensive, integrated, systematic and multi-faceted Critical Incident Stress Management (CISM) crisis intervention program. The program provides guidelines to assist LTC and employees dealing with traumatic experiences that may take place in the workplace to mitigate the impact of a traumatic event; facilitate normal recovery processes for an employee who may be having normal reactions to traumatic events; restore individuals/groups to adaptive function; and to identify employees who would benefit from additional support services or a referral for further evaluation and, possibly, psychological treatment. All Operations management and front-line Inspectors must undergo refresher training to ensure they continue to be well-versed in the program and able to assess incidents appropriately. CISM Peer Supports must also undergo refresher training to ensure they maintain the skills required to perform the necessary support. The refresher training is required bi-annually and was completed in the first quarter of 2025.
Other – Annual Employee Benefits Review and Renewal
Effective March 31, 2025, administration approved the employee benefits program renewal consistent with past practice and the LTC Purchasing Policy provisions. Administration enlists the assistance of HUB International (HUB) in the annual renewal assessment. The renewal review with HUB aims to ensure maximum value, provide insight into claiming patterns within the program, ensure the funding arrangements remain aligned with London Transit’s risk tolerance level, and identify any industry news/trends that could impact the program. The overall renewal was positive; premiums remained relatively status quo collectively and within budget expectations. Based on the review and quoted renewal rates, Administration has opted to continue the working relationship with both HUB and Desjardins (DFS), as the parties have worked well together to address issues as they arise.
As background, the employee benefits program includes life insurance, short-term disability (STD), long-term disability (LTD), and extended health care (EHC), including drug coverage, vision care and dental coverage. London Transit pays 100% of the related premium cost for the respective benefits except for group life insurance, which is shared 50/50 between London Transit and the employee. Life insurance, STD and LTD are all premium-related benefits for which the premiums are set annually and the proposed increases for Life, STD and LTD are based primarily on London Transit’s performance over the previous year and changes to the group demographic as well as the insurers’ overall performance on their entire book of business. STD is accounted for as refund-based, meaning reserves are established, and premium deficits flow through year over year. EHC and Dental are provided via “Administrative Services Only” (ASO), meaning a monthly rate per employee is set and charged to London Transit, with actual claims (plus an administrative charge by DFS to manage the claims process) flowing through a reserve which must remain at a level sufficient to cover monthly premiums.
Recommended by:
Joanne Galloway, Director of Human Resources
Concurred in by:
Kelly S. Paleczny, General Manager