Tanya Finlay, VP of people and culture at Fortis, on the importance of investing in leadership development training
Fortis places a strong emphasis on leadership development to stay ahead in the evolving energy landscape. Speaking to HRD, Tanya Finlay, VP of people and culture, says internal talent development focuses on building business acumen and leadership skills while gaining visibility of emerging talent.
And, in her recent role, Finlay has led initiatives designed to ensure that the energy company not only retains top talent but also prepares its future leaders for the unique challenges of the energy sector.
“We have 10 regulated utilities that operate in 18 jurisdictions across Canada, the Caribbean, and the United States,” Finlay explains. “While each of our utilities offers an array of learning and development initiatives to suit their workforce needs, alignment across the company is key for enterprise initiatives such as succession planning and talent management.”
Fortis invests heavily in its people, with nearly 500,000 hours of training amounting to $33 million in 2023 alone.
“Investing in our people and talent development has always been a priority, and we continuously evaluate and seek ways to enhance our approach,” says Finlay, who is based in St. John’s.
Leadership development at Fortis prioritizes fostering business acumen specific to the energy and utilities sector.
“To be an effective leader, you really need to know the business you’re working in,” she explains. “For Fortis, this means understanding the energy industry, how we operate, and the commitment and responsibility that comes with powering lives and communities."
Fortis also emphasizes the importance of fostering leadership skill development alongside technical knowledge to ensure emerging leaders are not just experts in their field but also effective managers.
“We focus on people leadership and skill development,” adds Finlay. "How do our leaders support their team? How do they nurture talent, manage performance, promote inclusivity, and engage employees?"
An innovative enterprise leadership development program led by Finlay is advancing efforts to support the company’s future leaders.
“One of the initiatives we introduced in recent years is the Fortis Leadership Lab, an in-house leadership development program focused on the next generation of Fortis leaders,” she explains.
The lab prioritizes giving emerging talent access to senior executives within the organization, enhancing both talent visibility and promoting mobility. Finlay believes that exposing rising leaders to the broader North American footprint of Fortis’ operations is crucial.
“We want to promote the opportunities available when you work with a large and diverse organization like Fortis. The way we work has evolved, and that has a direct impact on culture and how we interact with one another,” she says.
Virtual platforms have enabled Fortis to connect talent across states, provinces, and countries in ways that were previously unimaginable.
“We have visibility on talent in different parts of the company in a way we wouldn’t have conceived of before the pandemic,” Finlay says.
Fortis also prioritizes experiential learning and stretch assignments in talent development.
This approach, combined with mentoring, coaching, and formal education, provides a balanced framework for employee growth.
“We actively encourage internal mobility, and many senior leaders have risen through the ranks, gaining cross-functional experience along the way,” says Finlay.
Finlay also highlights the role of enterprise working groups, which bring employees together from across the organization to collaborate on key priorities. These working groups not only foster innovation and learning but also provide employees with practical opportunities to develop leadership skills.
“It’s about providing opportunities and exposure beyond the functional area of expertise,” she explains. “Preparing our leaders for future roles and supporting growth within Fortis fuels our success as an energy leader.”
