HOW are we performing?

As part of our sustainability initiative, Ameren has sought to assess our performance—what we’re doing well and what we can do better. Members of Ameren’s internal corporate social responsibility Steering Committee collaborated to consider enterprise-level categories, areas of success and areas for improvement. Additional guidance was provided by our Executive Leadership Team and subject-matter experts. In this area, we asked, “How well does Ameren create a culture for long-term success, develop our current workforce and build a pipeline of future leaders?” Our assessment covers the past several years and is current through March 1, 2017.

Priorities Successes Opportunities

Focus on safety excellence

Achieving high scores on safety-related questions within Ameren’s employee engagement survey. Safety is the strongest dimension, with the highest percentage of positive co-worker response.

Continuing to transition from a process-based to a values-based safety culture, with the ultimate vision of no unsafe acts.

Attract and retain top talent

Growing internship and co-op opportunities, with nearly 150 interns/co-ops participating and an increasing number who are successfully placed in full-time jobs.

Achieving recognition as one of the 50 Best Companies for Diversity by Black Enterprise magazine.

Being named one of the top Military Friendly employers in the nation.

Attaining recognition as a Top Company in the Disability Equality Index survey.

Filling knowledge gaps in supervisory and skilled craft positions due to anticipated retirements by planning for transitions, including planning for hires, targeting development and training, and focusing on knowledge transfer.

Continuing to enhance collegiate recruiting efforts and growing the pool of interns and co-ops who become full-time employees.

Maintaining the ability to attract key talent in the midst of an increasingly competitive labor market.

Transferring knowledge while using the fresh perspectives and ideas new hires will bring into the organization.

Employee and leadership development

Implementing a new set of core competencies for employees that are integrated into performance management and that encourage, among other things, a focus on customers, innovation and learning as well as associated behaviors at all levels.

Having extensive leadership and employee development programs that align with Ameren’s business needs. Nearly 50 learning and leadership opportunities are available, including a robust tuition reimbursement package.

Offering on-the-job mentoring focused on onboarding, leadership development and diversity and inclusion.

Establishing partnerships for bachelor’s completion opportunities, executive MBA and executive development. A unique program for Ameren is a partnership with a local college to offer degree completion cohorts for individuals wanting to earn a Bachelor of Arts in Leadership.

Continuing to integrate core competencies in order to align practices such as hiring and development.

Accelerating the pace of activities designed to expand employee development opportunities to support future talent needs.

Culture and employee engagement

Reaching top-tier performance in employee engagement scores.

Fostering leadership development in the area of diversity and inclusion with annual programming and discussions.

Ranking No. 1 in the U.S. by DiversityInc on its 2016 listing of the nation’s top utilities for diversity. The ranking recognizes creating an inclusive workplace, reaching diverse customers and having strong supplier diversity.

Achieving a perfect score of 100 on the Human Rights Campaign Foundation’s Corporate Equality Index.

Recognized inclusive workplace.

Defining Ameren’s “All-In” culture and focusing on leadership and co-worker development: We Care, We Serve with Passion, We Deliver and We Win Together.

Reaching top-quartile performance in employee engagement scores.

Continuing to educate co-workers on the “All-In” cultural elements as we shape our desired culture.

Evolving our corporate culture to address changing workforce dynamics and changing market conditions by executing a culture plan including changes in talent processes, technology, workspace and behaviors.