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A full financial review of the OEB was carried out in late 2020. Conducted by a third party, it served as a basis for establishing the 2021/22 operating budget and developing a three-year roadmap for activities which will sharpen the financial focus and deliver better value for money for those regulated by the OEB.

• OEB Financial Review Report (pdf) (Jan 29, 2021)
• Financial Review Management Response (pdf) (Jan 29, 2021)

The Stakeholder Engagement Framework sets out the OEB’s approach to engaging with stakeholders to ensure accessible and fair participation that is transparent, well planned and efficiently coordinated.

• Stakeholder Engagement Framework (pdf) (Jun 3, 2021)

Current Progress Report:

OCTOBER - DECEMBER 2022

OEB Stakeholder Engagement Purpose

The OEB engages with stakeholders to build mutually beneficial, enduring and trusted relationships with those affected by its work. Engagement is an integral part of the OEB’s ability to execute its mandate, gain insights and deliver sound policy decisions that support sector sustainability and innovation, Ontario’s economy and to protect consumers and provide public value.

 

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364

Interactions

Engagement with stakeholders is an important part of what we do in performing our mandate. We met with 364 stakeholders from October to December, 2022 on important OEB initiatives and consultations.

 

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14

Consultations

We met with stakeholders on 14 different initiatives to provide opportunities for meaningful input and allow the OEB to hear and incorporate feedback into its work.

 

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15

Diverse partners

We engaged with 15 diverse stakeholder types that represent consumers, governments, intervenors, energy associations, interest groups, opinion leaders & academics, municipal, provincial and shareholder communities and regulated entities partners.

 

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25

Meetings

We consider stakeholder input consistently, transparently, and meaningfully across the OEB’s work. We met with stakeholders 25 times to create transparent and ongoing dialogue with our stakeholders from the strategic planning stage to the project implementation stage.

TESTIMONIALS from OEB Policy Day

“Good balance of hearing from OEB leadership and opportunity to provide feedback.”

“OEB staff that led the breakout rooms were great. They had a good handle of the issues and generated discussion.”

75% of Policy Day survey respondents found Policy Day an effective event that enabled their engagement with the OEB.

Outcomes & Evaluation

The OEB is committed to improving the effectiveness and efficiency of its engagement with stakeholders over time and will monitor and measure its progress. The OEB will regularly review the Stakeholder Engagement Framework (SEF) and will always welcome input from sector participants on improvement opportunities. This reporting period covers from October – December 2022.

Modernization @ OEB

• Recognized as one of Greater Toronto’s Top Employers for 2023
• Hosted Second Annual Policy Day
• Recognized with two International Association of Business Communicators (IABC) Canada Silver Leaf Awards of Merit
• Published, in EDA's The Distributor magazine, an article highlighting efforts to drive modernization through Diversity, Equity and Inclusion
• Issued Generic Hearings Protocol
• Launched consultation on the Reporting and Record-keeping Requirements

Previous Progress Reports:

• 2022-2023:
  • Q1 (Apr-Jun 2022)
  • Q3 (Oct-Dec 2022)
• 2021-2022:
  • Q1 (Apr-Jun 2021)
  • Q2 (Jul-Sep 2021)
  • Q3 (Oct-Dec 2021)
  • Q4 (Jan-Mar 2022)

In 2020, the OEB began conducting an annual survey of stakeholders to assess our year-over-year progress on stakeholder satisfaction.

• OEB Response to Ipsos Survey (pdf) (Feb 24, 2023)
• OEB Response to Ipsos Survey (pdf) (Feb 10, 2022)
• OEB Response to Ipsos Survey (pdf) (Mar 29, 2021)

This Strategic Plan is a key planning document for outlining and communicating the longer-term goals of the OEB and how we will achieve them over the next five years. Aligned with the Strategic Plan, our Annual Business Plan will provide clear details each year on what we will be undertaking, with specific objectives and measures.

• 5-Year Strategic Plan 2021/22 to 2025/26 (pdf) (Apr 30, 2021) 
• Year One Focus (pdf) (Apr 30, 2021)

The Top Quartile Regulator project is an initiative designed to move the OEB towards regulatory excellence by taking action on the recommendations of the OEB Modernization Review Panel. The report summarizes research that was conducted on best practices and ideas from other jurisdictions, examines areas where the OEB should improve its performance and provides a series of proposed initiatives designed to enhance the OEB’s performance in those areas to the level required of a top quartile regulator.

• Top Quartile Regulator Report - Phase 1 (pdf) (Mar 31, 2021)
• Executive Summary (pdf) (Mar 31, 2021)

The Board of Directors has the authority to make by-laws governing the business and affairs of the OEB.

• By-law #1 (pdf) (Oct 1, 2022)
• By-law #2 (pdf) (Oct 2, 2020)

The OEB follows the conflict of interest rules set out in Ontario Regulation 381/07—Conflict of Interest Rules for Public Servants (Ministry) and Former Public Servants (Ministry). 

• Conflict of Interest Rules for Public Servants (Ministry) and Former Public Servants (Ministry)

The OEB recovers its operating and capital costs through assessments to the natural gas and electricity market participants that it regulates. The cost assessment model is the approach used by the OEB to allocate costs.

• Cost Assessment Model (pdf) (effective Apr 1, 2025)

The Chief Commissioner, with the approval of the Chief Executive Officer and under the authority of section 6 of the Ontario Energy Board Act, 1998, has delegated certain powers and duties to OEB staff, subject to the conditions and restrictions set out in the delegations. 

In keeping with the recommendation made by the November 2020 Ontario Energy Board Financial Review Report to “[i]ncrease the clarity of when delegated decisions are triggered to improve the sector’s understanding of their use,” a list of what has been delegated is provided below:

• Rates (pdf) (updated July 7, 2026)
• Licences, Codes, Rules and Associated Approvals (pdf)
• Cost Awards (pdf)
• Registrar (pdf)
• Section 71 Exemptions (pdf)
• Facilities (pdf)

Under the Broader Public Sector Executive Compensation Act, 2014, the OEB is required to develop and publish an Executive Compensation Program setting out certain compensation details for designated executives.

• Executive Compensation Program (pdf) (Dec 4, 2017)

The letter of direction outlines the Government of Ontario’s priorities for the energy sector and expectations for the OEB for the upcoming 3-year planning period.

• Letter of Direction from the Minister of Energy and Mines to the Chair of the OEB Board of Directors
  • Letter of Direction (pdf) (Dec 18, 2025)

The MOU sets out the accountability relationship between the Minister of Energy and Mines and the Chair and Board of Directors of the OEB. It clarifies operational roles and responsibilities, and provides expectations for the operational, administrative, communications, financial, auditing and reporting arrangements between the OEB and the Ministry.

• Memorandum of Understanding Between the Minister of Energy and Mines and the Chair of the Ontario Energy Board
  • Memorandum of Understanding (pdf) (July 2025)
• Memorandum of Understanding Between the Ontario Energy Board and the Commissioner of Competition of the Competition Bureau
  • Memorandum of Understanding (pdf) (February 25, 2021)
• Memorandum of Understanding Between the Ontario Energy Board and the Technical Standards & Safety Authority
  • Memorandum of Understanding (pdf) (January 2026)