EHRC Awards of Excellence – Profile Feature
As Canada’s electricity sector navigates rapid modernization, shifting workforce needs and increasing safety demands, few leaders have embraced the moment with as much clarity and conviction as Josie Erzetic, President and CEO of the Electrical Safety Authority (ESA).
This year, Josie is named EHRC’s 2025 Leader of the Year, a recognition of the cultural transformation, technological modernization and collaborative vision she has championed since stepping into the role in 2022.
Colleagues describe her as a leader who “empowers people to excel,” pairs transparency with action, and ensures culture remains the foundation of ESA’s strategy. Her leadership story reflects not only ESA’s evolution, but the kind of future-focused thinking the sector urgently needs.
As we prepare to honour her on Feb. 19, 2026, at the 13th Annual EHRC Awards of Excellence, we spoke with Josie to reflect on the vision she set, the changes she has led and the needs of a sector undergoing transformation.
When you became CEO in 2022, what was your vision for ESA and how has it evolved since then?
Josie: When I stepped into the CEO role in 2022, my vision was that the ESA should be the voice of safety in the electricity sector. In order to achieve that vision, I knew culture would play an important role. So, over the last three years, all of the people leaders at ESA have worked hard to create a culture that fosters trust and collaboration. I also wanted to modernize the way ESA uses data and technology. In addition, strengthening partnerships with organizations outside of ESA is important to achieve our safety goals.
All of this has evolved into ESA’s new five-year strategic plan—Empowering Safety, Energizing Tomorrow—which we launched this past spring. The plan is anchored in four clear pillars: increasing electrical safety awareness by helping those people most impacted by electrical safety risk understand those risks and how to prevent them; fostering compliance through education and continuous improvement; enhancing collaboration across the electricity sector; and improving service delivery through technology.
What key factors helped bring your vision for ESA to life, and what lessons did you learn along the way?
Josie: My vision was brought to life by the incredibly committed employees we have at ESA. We have staff with extraordinary talent and deep expertise. I am proud that we have created an environment where we encourage different perspectives on issues. We are able to have tough conversations and take accountability to deliver results that improve service both to our regulated communities and to the public. I’ve also been grateful for the support we have received from other organizations in the electricity sector. In addition, we have created some great partnerships with organizations looking to improve safety outside of the electricity sector, for instance, in construction where powerline contact is a concern. Of course, as a new CEO, I wanted everything to happen quickly. So, the lesson I have learned is that one needs to be patient. It takes time for things to change.
ESA has introduced several firsts under your leadership. What drives your commitment to innovation?
Josie: With all of the innovation happening at grid-edge, ESA’s role as a safety regulator has never been more important. I am very proud of how our employees have embraced this challenge! Some of our modernization initiatives relate to our use of data. Data helps us prioritize inspections, so we spend more time on higher-risk installations.
We are also modernizing our IT systems to make it easier for others to do business with us. Examples of recent changes include our new Remote Inspection App and our Licensing Technology Platform. We are also working with local distribution companies to make things like connection authorizations easier and faster. For example, we now have a more streamlined approach to process connections faster during storm situations when Ontarians need their power to come back on as quickly—and safely—as possible.
ESA has made meaningful progress on diversity, equity and inclusion. Which achievements are you most proud of, and what changes have surprised you the most?
Josie: I’m proud of the fact that diversity, equity and inclusion are treated as part of how we lead and work at ESA, not as separate initiatives. I chair the IDEA Steering Committee, made up of our executive team, which sets the tone, but much of the momentum has come from employees who have created supportive groups bolstering inclusion and mental health. What’s surprised me the most is how quickly those efforts translated into real changes, particularly when they’re backed by leadership and embedded into how the organization operates.
How do ESA’s partnerships and skills development initiatives align with your values and your leadership vision?
Josie: ESA is a small organization with a big mandate, so we don’t pretend we can do the important work of electrical safety alone. Partnerships with our regulated communities, such as the licenced electrical contractor and local utility communities, allow us to “punch above our weight” by amplifying our safety messages. This connection doesn’t just happen at the CEO level, it is happening throughout our organization, as well as in the field, through advisory councils and committees, and so much more. Our teams are building relationships and working with stakeholders to advance electrical safety and enable economic growth in the province.
Skills development helps us build a more inclusive workforce. That includes, for example, helping to create pathways and training opportunities for women and Indigenous people in the skilled trades. We also continue to invest in our employees through learning and leadership development.
From your perspective as a sector leader, what is the most critical workforce development need in Canada’s electricity industry, and how can organizations like ESA contribute to addressing it?
Josie: Canada’s electricity sector will only succeed if we can attract and retain the right talent, while keeping safety front and centre. ESA contributes by supporting labour mobility and harmonization, reducing barriers so qualified workers can move across jurisdictions without compromising Ontario’s safety standards. That approach also helps build a workforce that reflects the range of experiences and perspectives needed to meet growing demand.
Looking back on your time to date as CEO, what achievement are you most proud of?
Josie: I often use the quote, “culture eats strategy for breakfast”. We have an ambitious corporate strategy which I am proud of, and I am proud of the fact that we are building a robust culture that can back it up. Our culture is built on attributes of accountability; people focus; inclusivity; courage and integrity; adaptability; and safety. In this period of energy transformation, a cohesive culture and attributes that are well-understood and supported are what get people aligned so, together, we can accomplish our shared vision and goals.
What advice would you offer to aspiring leaders in our sector?
Josie: First, don’t spend your energy trying to lead like someone else. Leadership is most effective when it’s authentic and grounded in your values. Second, lead with empathy, which means taking time to listen to diverse perspectives and ensuring your team feels supported and heard. Third, build relationships inside and outside of your organization in order to gain perspective and make better decisions. Finally, learn as much as you can from failure. You will fail but develop the resilience to move past it and keep pursuing your goals.
Join us in celebrating the 2025 Leader of the Year
On Feb. 19, 2026, Josie Erzetic will be honoured at EHRC’s Awards of Excellence in Toronto, where leaders from across Canada’s electricity sector gather to celebrate progress, innovation, and the people shaping the industry’s future.
Josie’s leadership journey reflects what the Awards of Excellence are all about: vision, commitment and a deep belief in building a stronger, safer electricity sector for all.