2022-23 SGI CANADA Annual Report
Broker satisfaction
SGI CANADA conducts an annual survey with brokers in every jurisdiction in which it operates to determine the level
of satisfaction with the service provided to them. SGI CANADA's broker service satisfaction is reported based on a
top two box score. In 2022-23, the Corporation exceeded its 55% target with 64% of brokers rating SGI CANADA'S
service as "better than" or "significantly better than" other insurance companies. Given the challenges that lie ahead
as SGI CANADA transforms, the company will continue to target at least 55% of brokers rating the company as
"better than" or "significantly better" than its competitors.
Organizational Capacity
SGI CANADA's success depends on its employees and their ability to deliver on its corporate strategy:
Measure
Change management and leadership effectiveness
Employee engagement
Change management index
Leadership effectiveness index
Legend: achieved o not achieved
Change management and leadership effectiveness
2022-23 Target
2022-23 Result
2023-24 Target
64%
66%
66%
60%
62%
n/a
69%
74%
74%
While SGI CANADA undertakes major corporate transformation, its ability to manage change and lead people
effectively is critical to success. In 2022-23, progress in these areas was assessed using two dimensions from the
employee survey-change management and leadership effectiveness. Overall employee engagement is also assessed
through the employee survey. The survey includes employees performing work for both SGI CANADA and the
Auto Fund. SGI met the employee engagement, change management and leadership effectiveness targets, and will
aim to maintain employee engagement and leadership effectiveness in 2023-24. The change management index will
be replaced with more timely and accurate internal metrics and will no longer be reported on the balanced scorecard.
Capability to Execute Strategies
Fundamental to the capability to execute corporate strategies, manage key performance drivers and deliver results
are the Corporation's employees, brokers, technology and financial capital. They are discussed further below.
Employees
Rising external pressures and employee expectations are making SGI's attraction and retention approaches
increasingly complex. To effectively respond to emerging pressures in the operating environment, SGI needs to be
able to respond with a unique employee value proposition to ensure it has people with the right skills and experience
in the right jobs, and SGI needs an environment and culture that enables staff to do their best work.
Culture continues to be a focus for SGI's employees and leadership. New reinforcements expand and build on
essential skills to continue the culture journey. SGI has made significant progress in the last year in making the
workplace more inclusive, with plans to align culture and diversity with a new governance framework that will see
involvement from all levels within the company.
SGI continues to evolve its succession and development program to mitigate risk and ensure readiness for senior
leadership and other critical roles. The new human resources management system will be leveraged to track and
report on senior succession, critical roles and workforce planning.
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