Toronto Transit Commission - People, Culture and Governance Committee
The full agenda, as filed
All 4 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
TTH5.1received
Employee Engagement Survey Update
The TTC recently concluded its first organization-wide Employee Engagement Survey since 2016, with a 67% participation rate (11,314 employees). Among the respondents, 62% of unionized and 81% of non-union employees took part. The response rate offers valuable insights into the current climate, perspectives, and demographic composition of the TTC workforce. Overall, the survey reveals that TTC employees feel a strong sense of pride in their work and are generally willing to recommend TTC as a workplace. However, the results also highlight areas for improvement, particularly around psychological safety, feeling valued at work, visibility of leadership, and trust that employee feedback will drive meaningful action. These findings present clear opportunities for targeted organizational growth. This survey marks significant progress in advancing diversity, equity, and inclusion at TTC. Six in ten respondents identified as part of a racialized group, closely reflecting Toronto's diverse population (60% versus 56% reported in the 2021 Census). The workforce includes 33% Asian, 29% White, 15% Black, and smaller proportions identifying as Latin American, Middle Eastern/North African, Indigenous, or mixed identities. Representation of women continues to rise, now standing at roughly one in five respondents, a proportion that has steadily increased due to TTC's targeted recruitment efforts. Over the last four years, both women and racialized groups have seen greater representation, demonstrating the effectiveness of TTC's diversity initiatives and a workforce that increasingly mirrors the city we serve. TTC's achievements show a commitment to diversity and culture. However, survey results also highlight the need for improvement: only half of employees feel valued or trust that action will be taken because of the survey, and psychological safety remains low. These results stress that inclusion and respect are as important as representation. Closing these gaps is a core part of TTC's Anti-Racism Strategy and follows the Auditor General's call to action for TTC to collect feedback, analyze it, and act on issues affecting retention. This report summarizes the survey's key findings, with emphasis on demographic participation and response differences analyzed by employee group (union vs. non-union). This report further outlines how the results align with TTC's equity and corporate plan priorities.
The People, Culture and Governance Committee received this item for information.
TTH5.2received
Workplace Harassment and Discrimination Policy
The Workplace Harassment and Discrimination Policy (formerly titled Respect and Dignity Policy) was reviewed in accordance with the Occupational Health and Safety Act (OHSA), which mandates an annual review of workplace harassment-related policies. The updates also align with TTC's Corporate Plan , best practices, the Ontario Human Rights Commission guidelines, and recommendations from the City of Toronto Auditor General's Audit of the Toronto Transit Commission's Non-Union Workforce Planning and Management report. In their report, the Auditor General recommended that the TTC update current policies and procedures to ensure clear roles and responsibilities for each investigative unit and other involved personnel including management, Employee Relations, and Human Resources, and communicate this information to employees. The Human Rights and Investigation Department (HRID) led a comprehensive review of the Workplace and Harassment Policy, incorporating reflective input from internal and external stakeholders. The revised policy introduces significant improvements to: enhance clarity and accessibility through plain language and streamlined structure; strengthen safety by adding guiding principles that reinforce a respectful and trauma-informed complaints process; and modernize the complaints process with clearer roles, expanded definitions that provide a lens and framework to ground our work, and improved access points.
The People, Culture and Governance Committee received this item for information.
TTH5.3adopted
Collective Bargaining and Labour Update
The People, Culture and Governance Committee will receive an in-camera update on collective bargaining and labour matters.
The People, Culture and Governance Committee: 1. Authorized that the information contained in Confidential Attachment 1 remain confidential in its entirety as it contains information pertaining to labour relations or employee negotiations.
Staff recommendation as filed
It is recommended that the People, Culture and Governance Committee: 1. Adopt the recommendations contained in Confidential Attachment 1 and authorize that the information remain confidential in its entirety as it contains information pertaining to labour relations or employee negotiations.
TTH5.4adopted
Chief Executive Officer Performance and Objectives
This report provides information respecting the Chief Executive Officer's performance and objectives.
The People, Culture and Governance Committee: 1. Authorized that the information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual, including a municipal or local board employee.
Staff recommendation as filed
It is recommended that the People, Culture and Governance Committee: 1. Authorize that the information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual, including a municipal or local board employee.