Staff Report #5
October 27, 2025
To All Commissioners
Re: 2025 Work Program – Human Resources – Third 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 third 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 third quarter of 2025.
Health & Safety Policy and Procedural Review
In 2025, Human Resources, in collaboration with departments, JHSC members, and external resources, launched a multi-year program to review all health and safety policies and procedures, ensuring ongoing legislative compliance and alignment with best practices. While individual policies and procedures are reviewed and updated as needed in response to specific issues or legislative changes, this initiative is intended to provide a comprehensive review of the entire framework. To date, approximately 75% of policies and procedures have been reviewed, updated, and approved. Several have already been implemented among employees, and the majority are scheduled for rollout in late 2025 and early 2026. Recent examples include:
- Mental Health Policy
As part of LTC’s long-standing Mental Health Strategy, the Mental Health Policy provides a wrap-around framework that brings existing initiatives together, reinforces expectations, improves access to resources, and emphasizes early intervention and stigma reduction. With foundational programs already in place, the policy is now being rolled out across the organization to strengthen consistency and awareness.
- Smoking and Use of Electronic Cigarettes Policy
Updated and implemented earlier this year, this update reinforced smoke-free expectations in response to employee concerns. Smoking and vaping are prohibited in shelters and within nine metres of bus entrances, and designated smoking areas on LTC property were relocated to reduce exposure for employees and customers.
- Visitor Policy
Also updated and implemented earlier this year, the revised policy enhances facility security by tightening entry requirements, sign-in procedures, and visitor responsibilities.
- Biohazard and Sharps Procedure
Updated in 2025 to reinforce existing best practices for safe handling and disposal across buses and garages. The procedure was strengthened with added guidance for Fleet and Facilities staff, Operators, and employees handling lost and found items, reflecting the rise in biohazard-related incidents and ensuring consistent practices that protect employees.
With three-quarters of the review now complete, LTC is well-positioned to finalize the remaining policies in 2026, ensuring a fully refreshed and modern health and safety framework that reflects compliance, best practice, and the evolving needs of the workforce.
Other Updates
In addition to the items included on the work plan for the third quarter, the following provides updates on a number of other initiatives that have been the focus for the department in the third quarter.
Human Rights & Diversity
LTC’s ongoing review of human rights and mutual respect matters continues to provide important context for this work. While progress has been made in building employee confidence in the complaint process, recent trends show that issues of respect and diversity continue to require attention and focus.
In 2025, several initiatives have been advanced to strengthen LTC’s culture of respect. The updated Human Rights and Diversity training has continued to roll out. The Social Media Policy was revised to reinforce the link between personal conduct and workplace expectations. A refreshed communications campaign was launched under the message “Accept the differences in others and appreciate individual experiences and abilities.” To further reinforce expectations, Human Resources has developed a communications plan that highlights these three core policies: Human Rights & Diversity, Mutual Respect in the Workplace, and Social Media. Delivered through posters, screens, and other internal communications, the plan keeps rights and responsibilities visible, underscores professionalism, fairness, and respect, and encourages employees to speak up if they witness or experience concerns.
The Diversity Committee continues to support this work by providing regular resources through slides on the internal screen, posters, and other awareness materials. Building on these efforts, a monthly microlearning series was introduced to encourage practical, ongoing engagement with key diversity and inclusion topics. Themes have and will include Truth and Reconciliation, Indigenous Histories, Global Diversity and Cultural Intelligence, Veterans, Immigrants and Refugees, Human Rights, Accessibility and Inclusive Design, and Anti-Racism Awareness.
Building on this foundation, work in the third quarter has focused on advancing two new initiatives to strengthen further respect, inclusion, and belonging across the organization. The first involves engaging an external consultant to design and facilitate confidential safe-space listening sessions for employees with diverse lived experiences and perspectives. These sessions will provide a supportive environment to share experiences, identify barriers, and contribute ideas for improvement. The results will be summarized in a report of findings and recommendations that will guide future work.
The second initiative will focus on leadership learning and capacity building, providing LTC’s management team with the awareness, confidence, and practical tools needed to support inclusive and respectful workplaces. This phase will translate the findings from the listening sessions into hands-on strategies that managers can apply in everyday interactions, such as addressing conflict or bias. Strengthening leadership capability in these areas will also help managers better support employees overall, fostering stronger communication, understanding, and trust across all teams.
Together, these initiatives represent the next phase of LTC’s Human Rights and Diversity strategy, moving from awareness toward sustained behavioural and cultural change. The outcomes and recommendations from the safe-space listening sessions will help shape future actions and ensure that LTC’s ongoing efforts remain responsive, relevant, and effective in supporting a safe, respectful, and inclusive workplace for all employees.
Training & Development
LTC continues to place a strong emphasis on employee training and development. In recent years, Human Resources has explored opportunities to expand online training, making learning more accessible and efficient. Online training for Fleet and Facilities employees was implemented in early 2025. An assessment completed in the second quarter confirmed its benefits, providing consistent content and reducing training timelines.
Building on this success, the focus in the third quarter has shifted to Operator training. Traditional in-class Operator programs can take several years to deliver in full, creating challenges in meeting training needs in a timely manner. Administration is now reviewing options to adapt content and delivery models where applicable, aiming to streamline training while ensuring that Operators continue to receive the knowledge and support needed to succeed in their roles.
Organizational Structure – Recruitment & Retention: 310T Technician
LTC continues to experience significant recruitment and retention challenges in skilled trades, particularly for 310T Technicians. Despite outreach efforts, vacancies persist at a high rate, and turnover remains a problem. A range of measures have been implemented to help stabilize resources, including the use of apprenticeships, contracting support, and adjustments to entry requirements. While these steps have provided short-term relief, longer-term challenges remain. Administration continues to work closely with ATU Local 741 to explore and advance initiatives that will help address these issues and support workforce stability.
Recommended by:
Joanne Galloway, Director of Human Resources
Concurred in by:
Kelly S. Paleczny, General Manager