HOW are we performing?




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.

Designating safety as one of Ameren's core values.

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

Strengthening organizational learning through better communication of safety events and lessons learned.

Build a diverse pipeline of talent

Growing internship and co-op opportunities, with more than 170 interns/co-ops participating in 2017. Of that group, 25 were placed in full-time jobs at Ameren in 2018.

Ranking No. 1 in the U.S. by DiversityInc on its 2017 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 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.

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

Scoring a perfect 100 on the 2018 Corporate Equality Index (CEI), a national benchmarking survey and report on corporate policies and practices related to lesbian, gay, bisexual, transgender and queer (LGBTQ) workplace equality.

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

Improving our ability to build diverse talent pools and interview teams to attract relevant skills needed now and in the future.

Continuing to enhance collegiate recruiting efforts beyond regional markets, including more outreach to high school students, in order to grow 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.

Ensuring Ameren's Total Rewards package for co-workers is aligned with Ameren's desired culture, competitive position and overall financial objectives.

Develop leaders of today and for tomorrow

Reinforcing Ameren's core competencies for employees, which 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.

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

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 meaningful mentoring opportunities to co-workers throughout their career. Formal programs are in place to support leadership development, diversity and inclusion, and learning around Ameren's core competencies. Reverse Mentoring is a new program in which a junior co-worker serves as the mentor to a senior leader (mentee).

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.

Launching new rotational learning experiences for early- and mid-career professionals to help co-workers gain a deeper understanding of the business.

Shape our culture for long-term success

Reaching top-tier performance in employee engagement scores.

Defining Ameren’s All In culture: We Care, We Serve with Passion, We Deliver and We Win Together.

Modernizing our facilities with the goal of inspiring more collaboration and greater use of technology.

Raising the bar on performance excellence by moving to one signature event to celebrate exemplary co-worker performance and behaviors that are aligned with our All In culture: The President's Excellence Awards Program.

Establishing new AGILE employee teams as we continue to evolve the way we work together to drive results.

Reaching top-quartile performance in employee engagement scores.

Continuing to reinforce 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 to work environment, growth and development opportunities, and co-worker connectedness.

Strengthening ongoing feedback and coaching opportunities between co-workers and leaders.

Our assessment covers the past several years and is current through March 1, 2018.