EHRC Leadership Accord Trailblazer Award – Profile Feature
As the labour landscape continues to evolve, building workplaces where everyone can contribute and succeed has become a strategic imperative. Few organizations have pursued that goal with as much commitment and consistency as the Independent Electricity System Operator (IESO).
This year, the IESO received EHRC’s inaugural Leadership Accord Trailblazer Award, recognizing the organization-wide commitment to diversity, equity and inclusion it has built since signing the Leadership Accord on Diversity, Equity and Inclusion in 2018.
From an employee-led EDI Committee to a voluntary Self-ID Program and a refreshed five-year Equity, Diversity & Inclusion Framework, the IESO has embedded DEI into how it hires, leads, plans and delivers on its critical mandate to ensure Ontarians have the electricity they need, when and where they need it.
The IESO was recognized at Agents of Change in Montreal in May 2026. We spoke with the IESO to reflect on why it signed the Leadership Accord, how DEI became a strategic priority and what other organizations can learn from its journey.
The IESO signed the Leadership Accord in 2018. What prompted the decision to sign, and what did the process of building internal support for that commitment look like?
Signing the accord was a natural extension of our IESO values and our ongoing commitment to building an organization where everyone feels seen, heard and empowered to succeed. Promoting diversity is the right thing to do, and it helps to shape a stronger and more resilient organization that better represents the people and communities we serve.
Internally, there was strong support across all levels of our organization. By making a public commitment, we signaled to our employees that the IESO was serious about embedding the values of diversity and inclusivity in our corporate culture and identity. We also made sure employees understood that this was just the first step in a broader, multi-year journey.
How did the IESO’s DEI work come to be embedded as a strategic priority, and what does that mean in practice for how decisions get made and resources get allocated?
Our DEI work is deeply connected to our values and plays a vital role in both shaping our employee experience and achieving our critical mandate. It is about fairness in how we operate, diversity in who we are and inclusion in what we experience. Our guiding DEI principles are:
- Valuing diverse expertise and perspectives
- Operating in a fair and consistent manner
- Treating others as they wish to be treated
- Creating a sense of belonging
- Being thoughtful about who we engage with and how
- Having the courage to challenge the status quo
These principles were reflected in the IESO’s original EDI strategy (launched 2020) and are at the core of our refreshed Five-Year Equity, Diversity & Inclusion Framework, which we launched in 2024 to advance our DEI goals.
They are also embedded across our organizational programs and practices, including our Respectful Workplace Policy; our hiring and onboarding processes; the IESO Women’s Synergy Circle; and our charity and community outreach efforts.
Among the ways we hold ourselves accountable is our Self-ID Program. Through this voluntary online survey, employees are invited to share information across nine diversity dimensions that, together, contribute to their identities.
Our DEI principles extend beyond employee-centred programs and initiatives to the critical work we do to deliver on our mandate to ensure reliable, affordable and sustainable electricity across Ontario while supporting the province’s economic growth. These principles are at the core of everything we do.
What is one DEI initiative at the IESO that has had a meaningful impact, and what did that look like in practice?
One of our first DEI initiatives following the signing of the 2018 Accord was the formation of an employee-led Equity, Diversity & Inclusion Committee. As our DEI commitment has grown and evolved over the years, so has the Committee’s role in helping to foster a culture that embraces, supports and celebrates difference.
This includes organizing webinars and learning opportunities aligned with major cultural observances, such as Black History Month, Pride Month and National Indigenous Peoples Day. These events feature external speakers and experts. Committee-organized events are always very well attended, including by executive leadership.
The Committee also hosts monthly meetings open to all employees. These meetings serve as a forum for employees to share experiences, discuss concerns, provide feedback and identify opportunities to strengthen inclusion in the workplace.
What does the commitment of the work within the Leadership Accord mean to the IESO, and how has it shaped or reinforced the direction of your DEI work?
While every organization’s DEI journey is unique, the Accord process—declaration, implementation and review—provides a clear and actionable framework to guide and inform any DEI plan, strategy or initiative.
The review step is critical to ensuring we stay on track. By consistently evaluating, reassessing and pivoting in our approaches, we ensure that our DEI strategy stays relevant, responsive and impactful.
What advice would you offer to other electricity sector organizations starting out on their DEI journey, particularly those navigating external pressures or internal skepticism?
It can’t be about employees without employees. DEI is ultimately about improving the employee experience and enhancing your workplace community’s sense of representation, engagement and empowerment. It is a collective effort to honour the uniqueness of each employee.
This often means having uncomfortable conversations about how your employees truly feel and how to identify and address gaps. The feedback you receive, especially early on the journey, will not always be positive—and that’s okay! Progress comes from discomfort. The willingness to ask the tough questions demonstrates commitment.
Accountability is also critical. In all programs and initiatives, it is important to establish clear goals, KPIs and metrics for success, as well as consistent mechanisms for reviewing progress, making improvements and implementing employee feedback and insights.
Is there anything else you’d like to share that we haven’t touched on?
Electricity Human Resources Canada projects that the sector will require 28,000 new workers by 2028, equivalent to 25% of its current labour force. This represents a profound shortage in labour and expertise that can only be addressed by attracting workers from as broad a talent pool as possible. To meet our rapidly growing energy needs, we need everyone—and not just the numbers. Bringing a diversity of voices to the decision-making table will enable more impactful solutions and power new possibilities.