|
|
|
|
|
|
Notice of 2026 Annual
Meeting of Shareholders and
Availability of Proxy Materials
|
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
When:
Tuesday, June 9, 2026
2:00 p.m. (E.D.T.)
Where:
Virtual Meeting
Live audio webcast
online:
www.virtualshareholdermeeting.com/HRNNF2026.
![]() |
|
|
Business of the meeting:
At the meeting,
shareholders will:
•
Receive Hydro One’s 2025 audited consolidated financial statements together with the report of the external auditors on those statements
•
Elect directors
•
Appoint our auditor
•
Consider an advisory say on executive pay shareholder resolution, and
•
Transact any other business as may properly come before the meeting.
|
|
|
|
|
|
|
For further information on the items of business, see “Items of
Business” starting on page 3 of the accompanying circular.
|
|
|
|
|
|
|
|
|
|
ii Hydro One Limited | 2026 Management Information Circular
|
|
|
|
•
|
Shareholders with a 16-digit control number: Toll-free at 1-877-907-7643 (within North America) or 1-303-562-9305
(English)/1-303-562-9306 (French) (outside of North America)
|
|
•
|
Shareholders without a 16-digit control number: Toll-free at 1-844-916-0609 (English) or 1-844-973-0593 (French) (within North
America) or 1-303-562-9305 (English)/1-303-562-9306 (French) (outside of North America)
|
|
•
|
www.proxyvote.com (enter the control number located on the voting
instruction form or form of proxy).
|
|
•
|
Write to corporatesecretary@hydroone.com with the subject line:
“Hydro One – Request for Paper Copy”.
|
|
Hydro One Limited | 2026 Management Information Circular iii
|
|
|
|
|
|
|
Internet voting
|
|
|
|
|
|
Telephone voting
|
|
|
|
|
|
Voting by mail or delivery
|
|
For all shareholders, registered and non-registered (beneficial), go to www.proxyvote.com or follow the instructions provided by your bank or broker
|
|
|
Call the toll-free number shown on the voting instruction form or form of
proxy
|
|
|
Complete the form of proxy or voting instruction form and return it in the
pre-paid envelope provided
|
|||||||||
|
|
|
|
|
|
|
|
|||||||||
|
|
|
|
|
|
|
DATED at Toronto, Ontario this 27th day of April, 2026
By order of the board of directors
![]() Louise Meegan
Corporate Secretary, Hydro One Limited
|
|
|
Your vote is important!
We encourage you to
read the management information circular before exercising your vote.
|
|
|
|
|
|
||
|
|
|
|
|
|
|
iv Hydro One Limited | 2026 Management Information Circular
|
|
|

|
|
|||
|
Letter from the
Chair of the Board
|
|||
|
Dear Shareholder,
You are invited to attend Hydro One Limited’s annual meeting of shareholders on Tuesday, June 9, 2026, at 2:00 p.m. E.D.T.
This year’s meeting will be held in a virtual format allowing registered shareholders and duly appointed proxyholders to participate online, via a live online audio webcast available at www.virtualshareholdermeeting.com/HRNNF2026.
|
|
|
![]() |
|
Hydro One Limited | 2026 Management Information Circular v
|
|
|

|
vi Hydro One Limited | 2026 Management Information Circular
|
|
|

|
|
|
|
|||
|
|
In this document:
|
|
|||
|
|
•
|
|
|
we, us, our, the company and Hydro One mean Hydro One Limited;
|
|
|
|
•
|
|
|
you and your mean holders of our common shares;
|
|
|
|
•
|
|
|
common shares and shares mean the common shares of Hydro One; and
|
|
|
|
•
|
|
|
meeting means the annual meeting of
shareholders
|
|
|
|
|
|
|
|
|
|
2 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
1
Business of
the Meeting
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
2025 Director Voting Results
|
|
|
Votes For
|
|
|
Votes Withheld
|
|
||||||
|
|
%
|
|
|
#
|
|
|
%
|
|
|
#
|
|
|||
|
|
David Hay
|
|
|
99.46
|
|
|
501,385,950
|
|
|
0.54
|
|
|
2,703,743
|
|
|
|
Stacey Mowbray
|
|
|
99.82
|
|
|
503,181,248
|
|
|
0.18
|
|
|
908,445
|
|
|
|
Mark Podlasly
|
|
|
99.87
|
|
|
503,426,344
|
|
|
0.13
|
|
|
663,349
|
|
|
|
Melissa Sonberg
|
|
|
99.28
|
|
|
500,476,428
|
|
|
0.72
|
|
|
3,613,264
|
|
|
|
Brian Vaasjo
|
|
|
99.20
|
|
|
500,066,069
|
|
|
0.80
|
|
|
4,023,300
|
|
|
|
Susan Wolburgh Jenah
|
|
|
97.75
|
|
|
492,727,344
|
|
|
2.25
|
|
|
11,361,965
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 3
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Majority Voting Policy
The
board has adopted a Majority Voting Policy for the election of directors. In an uncontested election, any nominee for director who does not receive at least a majority of votes for their election is required to immediately tender their
resignation for consideration by the board. For more information on our Majority Voting Policy, see page 39.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Year ended
December 31, 2025
|
|
|
Year ended
December 31, 2024
|
|
|
|
Audit Fees(1)
|
|
|
$3,068,268
|
|
|
$2,751,176
|
|
|
|
Audit-Related Fees(2)
|
|
|
$568,638
|
|
|
$496,966
|
|
|
|
Tax Fees(3)
|
|
|
$23,888
|
|
|
$21,935
|
|
|
|
Other(4)
|
|
|
$70,048
|
|
|
$65,770
|
|
|
|
Total
|
|
|
$ 3,730,842
|
|
|
$ 3,335,847
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
The nature of the services rendered were: audit of annual financial statements of the company and its subsidiaries, statutory and
regulatory filings including reporting to the Province (defined above), and services related to securities offerings.
|
|
2.
|
The nature of services rendered were: translations, audit of the Hydro One Pension Plans, assurance services related to the
sustainable financing framework, and services reasonably related to the performance of the audit or review of the company’s financial statements that are not reported under Audit Fees.
|
|
3.
|
The nature of services rendered was general tax advice and compliance.
|
|
4.
|
The nature of services rendered was accounting training. The 2024 comparative has been re-classified from Audit-Related Fees.
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
|
|
|
For
|
|
|
Withheld
|
|
||||||
|
|
|
|
|
%
|
|
|
#
|
|
|
%
|
|
|
#
|
|
|
|
2025 Appointment of auditor voting results
|
|
|
99.50
|
|
|
502,020,299
|
|
|
0.50
|
|
|
2,510,296
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
|
|
|
For
|
|
|
Against
|
|
||||||
|
|
|
|
|
%
|
|
|
#
|
|
|
%
|
|
|
#
|
|
|
|
2025 Say on Pay voting results
|
|
|
98.98%
|
|
|
498,934,066
|
|
|
1.02%
|
|
|
5,155,627
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
For further information about our executive compensation program, please see “Executive Compensation” starting on page 60.
|
|
Hydro One Limited | 2026 Management Information Circular 5
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
The Electricity Act, 1998 (Ontario) and Hydro One’s articles of incorporation preclude any person or company (or combination of persons or companies acting jointly or in concert), other than the Province, from owning or
exercising control or direction over, more than 10% of any class or series of voting securities, including common shares of Hydro One.
|
|
|
|
|
|
|
More information about the Governance Agreement can be found starting on page 30.
|
|
6 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
In order to participate in the meeting online, please log in at www.virtualshareholdermeeting.com/ HRNNF2026. We recommend that you log in at least 15 minutes before the meeting starts.
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 7
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-Registered (Beneficial)
Shareholders
|
|
|
Registered Shareholders
|
|
|
|
How to Participate in and Vote at the Meeting Online
|
|
|
Your broker or intermediary has sent you a voting instruction form.
If you wish to attend, participate in and
vote and ask questions at the meeting online, you can do so as follows:
1. Appoint yourself as proxyholder as described below under the heading “How
to Vote in Advance or by Proxy”, including by providing an “Appointee Name” and designating an 8-character “Appointee Identification Number”. Please note that these steps must be completed prior to the proxy deadline (or such
earlier deadline as your broker or other intermediary may specify) or you will not be able to ask questions or vote your common shares at the meeting.
2. Follow the instructions below for proxyholders to log in and vote at the
meeting as described below under the heading “How Do I Attend the Meeting as a Proxyholder?”
A non-registered (beneficial)
shareholder wishing to access the meeting online without participating or voting – for example, because you have provided voting instructions prior to the meeting or appointed another person to vote on your behalf at the meeting – can
access the meeting in the same manner as for registered shareholders described above using the 16-digit control number located on your voting instruction form or form of proxy. However, such a shareholder will not be able to participate
in or ask questions at the meeting unless they are also a duly appointed proxyholder.
If the proxy deadline is waived by Hydro One prior to the meeting, all
non-registered (beneficial) shareholders will be able to attend, vote and ask questions at the meeting online in the same manner as for registered shareholders. To access, vote and ask questions at
the meeting online, use your 16-digit control number located on your voting instruction form or contact your broker to obtain a control number from Broadridge.
In that case, if you have previously provided voting instructions or
appointed another person to vote on your behalf, and you choose to access and vote on any matter at the meeting online during the live webcast and receive access to a ballot, then you will revoke all prior voting instructions or
appointments. If you do not wish to revoke your prior instructions or appointments, you will still be able to access the meeting online and ask questions. Alternatively, you may elect to attend the meeting online as a registered guest, as
described below under the heading “How Do I Attend the Meeting as a Guest?”, but you will not be able to ask questions or vote at the meeting. You should not assume that the proxy deadline will be waived in whole or in part, and
you should vote prior to the meeting or appoint yourself or another person to vote on your behalf at the meeting prior to the proxy deadline (or such earlier deadline as your broker or other intermediary may specify) to ensure
your vote is counted at the meeting.
|
|
|
Broadridge has sent you a proxy form. Do not complete the proxy form and
instead follow these steps:
1.
Log in to www.virtualshareholder meeting.com/HRNNF2026 at least 15 minutes before the meeting starts. You should allow ample time to check into the meeting
online and to complete the related procedures.
2.
Enter your 16-digit control number into the Shareholder Login section (your control number is located on your proxy form) and click on “Enter Here”.
3.
Follow the instructions to access the meeting and vote when prompted.
Even if you currently plan to access and vote at the meeting online, you
should consider voting your shares in advance so that your vote will be counted if you later decide not to attend the meeting.
You should note that if you access and vote on any matter at the meeting
online and receive a ballot on the online meeting platform you will revoke any previously submitted proxy.
|
|
|
|
|
|
|
|
|
|
|
|
|
8 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 9
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Attending the Meeting Online as a Proxyholder
|
|
|
1.
Log in to www.virtualshareholdermeeting.com/HRNNF2026 at least 15 minutes before the meeting starts. You should allow ample time to check into the online meeting and to
complete the related procedures.
2.
Enter the Appointee Name and Appointee Identification Number exactly as it was provided to Broadridge by the shareholder who appointed you as proxyholder and click on “Enter Here”. If this information is not provided to you
by such shareholder, or if you do not enter it exactly as that shareholder provided it to Broadridge, you will not be able to attend, ask questions at the meeting or vote their common shares on their behalf.
If you have been appointed as proxyholder for more than one shareholder,
you will be asked to enter the Appointee Information for each separate shareholder in order to vote the applicable common shares on their behalf at the meeting.
3.
Follow the instructions to access the meeting and vote when prompted.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Attending the Meeting Online as a Guest
|
|
|
1.
Log in to www.virtualshareholdermeeting.com/HRNNF2026 at least 15 minutes before the meeting starts. You should allow ample time to check into the virtual meeting and to
complete the related procedures.
2.
Complete the GUEST LOGIN section and click on “Enter Here”.
|
|
|
|
|
|
|
|
|
|
10 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-Registered (Beneficial)
Shareholders
|
|
|
Registered Shareholders
|
|
|
|
Appointing a
Proxyholder
and Voting by
Proxy
|
|
|
You may provide your voting instructions to the named proxyholders or
appoint yourself or another person to attend the meeting and vote on your behalf by following the instructions on the voting instruction form that your broker or other intermediary provides you with. You are encouraged to do so online at
www.proxyvote.com or by telephone if your broker or intermediary offers you this option. You may also complete the voting instruction form provided by your intermediary and
return it to your broker or intermediary. You must follow the instructions and timelines provided by your broker or intermediary in order to do so.
If you wish to attend, access and vote at the meeting online, or appoint
another person (other than the named proxyholders) to do so, do not complete the voting section of the voting instruction form since you or your appointee will vote at the meeting.
In addition to the steps above, you must follow the specific instructions on
your voting instruction form or form of proxy very carefully in order to appoint yourself or another person (other than the named proxyholders) to vote at the meeting, including:
•
inserting an “Appointee Name” and designating an 8-character “Appointee Identification Number” (together, this is the Appointee Information) online at www.proxyvote.com or in the spaces provided on your form of proxy or voting instruction form. You must complete this step regardless of whether you wish to appoint yourself or another person (other
than the named proxyholders); and
•
if you have appointed someone other than yourself to attend, access and vote at the meeting online on your behalf, informing your appointed proxyholder of the exact Appointee Name and 8-character Appointee Identification
Number prior to the meeting.
If you wish to appoint yourself or another person (other than the named
proxyholders), as your proxyholder, you are encouraged to do so online at www.proxyvote.com as this will allow you to more easily share the Appointee Information you have
designated with any other person you have appointed to represent you at the meeting . If you do not designate the Appointee Information as required when completing your appointment online or on your voting instruction form or form of
proxy, or if you do not provide the exact Appointee Identification Number and Appointee Name to any other person (other than the named proxyholders) who has been appointed to attend, access and vote at the meeting online on your behalf, neither
you nor that other person, as applicable, will be able to access, ask questions or vote at the meeting.
|
|
|
You are encouraged to provide your voting instructions to the
named proxyholders or appoint your proxyholder online at www.proxyvote.com or by telephone, or by completing and returning the enclosed form of proxy to Broadridge. You must
follow the instructions provided on your proxy form.
If you wish to appoint another person as your proxyholder (other than the
named proxyholders) to vote on your behalf, you must follow the instructions on your form of proxy very carefully, including:
•
inserting an “Appointee Name” and designating an 8-character “Appointee Identification Number” (together, this is the Appointee Information) online at www.proxyvote.com or in the spaces provided on your form of proxy or voting instruction form; and
•
informing your appointed proxyholder prior to the meeting of the exact Appointee Name and 8-character Appointee Identification Number, both of which your proxyholder will require in order to attend and vote on your behalf at
the meeting.
Please note that if you wish to appoint a person as your proxyholder other
than the named proxyholders and you do not designate the Appointee Information as required when completing your proxyholder appointment online or on your form of proxy, or if you do not provide the exact Appointee Name and Appointee
Identification Number to that other person, that other person will not be able to access, ask questions or vote at the meeting on your behalf.
|
|
|
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 11
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-Registered (Beneficial)
Shareholders
|
|
|
Registered Shareholders
|
|
|
|
Proxy Deadline
|
|
|
You are encouraged to provide your voting instructions or appointment online
at www.proxyvote.com, or you may return your voting instructions using one of the methods noted on the voting instruction form provided by your broker or intermediary.
Remember that your intermediary must receive your voting instructions or
appointment in sufficient time to act on them, before the proxy deadline, which is 2:00 p.m. E.D.T. on June 5, 2026. If you have any questions, you should contact your broker or intermediary.
For your vote to count, Broadridge must receive your voting instructions or
appointment from your broker or intermediary by no later than the proxy deadline, which is 2:00 p.m. E.D.T. on June 5, 2026, or if the meeting is postponed or adjourned, no later than 48 hours (not including Saturdays, Sundays or holidays
in Ontario) before the postponed or adjourned meeting convenes.
You should ensure your voting instruction form is received by your broker or
other intermediary at least one business day in advance of the proxy deadline (or such earlier deadline as your broker or other intermediary may specify).
|
|
|
The enclosed proxy form lets you know how to submit your voting instructions
or proxyholder appointment online at www.proxyvote.com, or by completing and returning your proxy form to Broadridge, in each case by following the instructions on your proxy
form.
Broadridge must receive your proxy, including any amended proxy, by no later
than the proxy deadline, which is 2:00 p.m. E.D.T. on June 5, 2026, or if the meeting is postponed or adjourned, no later than 48 hours (not including Saturdays, Sundays or holidays in Ontario) before the postponed or adjourned
meeting convenes.
|
|
|
|
Changing Your Vote/
Revoking Your Proxy
|
|
|
If you have provided voting instructions to your broker or intermediary and
change your mind about your vote, please contact them to find out what to do.
If your broker or intermediary gives you the option of using the internet to
provide your voting instructions, you can also change your instructions online, as long as your intermediary receives the new instructions in enough time to act on them before the proxy deadline. Contact your broker or intermediary to
confirm the procedures and deadline.
If you are eligible to vote at the meeting and you have previously provided
voting instructions or appointed another person to vote on your behalf, you may access the meeting online and revoke your prior instructions or appointments, but you will not be able to vote on any matter at the meeting unless the proxy
deadline has been waived. If you do not wish to revoke your prior instructions or appointments in the event the proxy deadline has been waived, you will still be able to access the meeting online and ask questions. Alternatively, you may
elect to register to attend the meeting as a registered guest, as described above under the heading “How Do I Attend the Meeting as a Guest?”, but you will not be able to ask questions or vote at the meeting.
If your voting instructions or appointment are received after the proxy
deadline, they may only be effective to revoke a previously submitted instruction or appointment.
|
|
|
If you change your mind about how you voted before the meeting and you wish
to revoke your proxy, you may do so by providing new voting instructions or Appointment Information at www.proxyvote.com at a later time, or a new proxy form to Broadridge at
a later date. You may also do so by any other method permitted by law, including delivering a signed written notice specifying your instructions to our Corporate Secretary, by 4:00 p.m. E.D.T. on the last business day before the meeting
(or any postponement(s) or adjournment(s) if the meeting is postponed or adjourned).
Deliver to: 483 Bay Street, South
Tower, 8th Floor Reception, Toronto, Ontario, Canada M5G 2P5
Attention: Corporate Secretary
Proxies received after the deadline but before the meeting may only be
effective to revoke any previously submitted proxy.
Finally, you may change your voting instructions by participating and voting
on any matter at the meeting online, which will revoke any previously submitted proxy.
|
|
|
|
|
|
|
|
|
|
|
|
|
12 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Matters to Vote On
|
|
|
How the Named Proxyholders Will Vote
|
|
|
|
Election of directors
|
|
|
For
each nominee named in this circular
|
|
|
|
Appointment of the external auditors
|
|
|
For
|
|
|
|
Say on Pay
|
|
|
For
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 13
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
Business expertise and understanding of the Canadian business community and previous experience serving in a senior executive or leadership position
•
Strong listening, communication and advocacy skills, motivation and the ability to engage effectively in board and committee work
|
|
|
|
|
|
|
•
Understand and contribute to fulfilling the company’s mission and vision, strategies and objectives
•
Comply with the corporate governance guidelines of the company and perform their duties as board members
•
Ability to act independently of management (for directors who are not members of management) and be accountable for board decisions to stakeholders as a whole
|
|
|
|
|
|
|
•
Act honestly and in good faith with a view to the best interests of the company and exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable circumstances
•
Act in the highest ethical manner and with integrity in all personal, business and professional dealings, and in compliance with the company’s Code of Business Conduct
|
|
|
|
|
|
|
•
Devote sufficient time to their responsibilities and prepare for each board and relevant committee meeting
•
Attend board and committee meetings and shareholder meetings, and actively participate in board and committee deliberations and decisions
•
Work constructively and effectively with other directors, officers, employees and advisors of the company
|
|
|
|
|
|
|
•
Continuously advance their knowledge about the company’s business and operations, the communities in which it operates, emerging trends and issues, and significant strategic initiatives
|
|
|
|
|
|
|
|
|
|
14 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|||||||||||||||||||||||||||
|
|
|
|
|
Director Nominee
|
|
|||||||||||||||||||||||||||
|
|
Major Competencies
|
|
|
Perrin
Beatty
|
|
|
David
Hay
|
|
|
Debbie
Hutton
|
|
|
Stacey
Mowbray
|
|
|
Mark
Podlasly
|
|
|
Michael
Rencheck
|
|
|
Melissa
Sonberg
(Chair)
|
|
|
Megan
Telford(1)
|
|
|
Brian
Vaasjo
|
|
|
Susan
Wolburgh
Jenah
|
|
|
|
Public Board Interlocks
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
|
Independent(2)
|
|
|
![]() |
|
|
![]() |
|
|
![]() |
|
|
![]() |
|
|
![]() |
|
|
![]() |
|
|
![]() |
|
|
–
|
|
|
![]() |
|
|
![]() |
|
|
|
Gender
|
|
|
M
|
|
|
M
|
|
|
W
|
|
|
W
|
|
|
M
|
|
|
M
|
|
|
W
|
|
|
W
|
|
|
M
|
|
|
W
|
|
|
|
Audit Committee(3)
|
|
|
|
|
|
![]() |
|
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Indigenous Peoples, Safety & Operations (IPSO)
Committee(3)
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
![]() |
|
|
|
Human Resources Committee (HRC)(3)
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Governance & Regulatory Committee (GRC)(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
![]() |
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
denotes committee chair
|
|
1.
|
The President and CEO, while not a member of any of the committees, is invited to attend all committee meetings.
|
|
2.
|
Independent according to our definition of independence which is found on page 36.
|
|
3.
|
Information regarding changes to committee composition can be found on page 32.
|

|
(*)
|
For directors seeking re-election, and excluding voting results for Mr. Mitch Panciuk, Ms. Helga Reidel and Mr. David Lebeter.
|
|
Hydro One Limited | 2026 Management Information Circular 15
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
•
|
a brief biography of each nominee, together with their age and place of residence;
|
|
•
|
principal occupation and education;
|
|
•
|
past key directorships and current directorships (and where applicable for current directorships, the stock exchanges on which
those companies are listed);
|
|
•
|
the year they were first elected or appointed as a director and their independence status;
|
|
•
|
their 2025 board attendance; and
|
|
•
|
if they are a nominee of the Province under the Governance Agreement.
|
|
Ontario, Canada
|
|
|
Perrin Beatty, P.C., O.C. has served as a senior
leader in government, business and the voluntary sector. He has over 50 years of experience at the highest levels of government, corporate advocacy, and international diplomacy.
During his time (2007-2024) at the Canadian Chamber
of Commerce, Canada’s largest business association, Mr. Beatty became the longest-serving President and Chief Executive Officer. From 1999 to 2007, Mr. Beatty was President and Chief Executive Officer of Canadian Manufacturers &
Exporters, and from 1995 to 1999 served as President and Chief Executive Officer of the Canadian Broadcasting Corporation.
Mr. Beatty previously served as a Member of
Parliament for over two decades, holding senior cabinet roles, including Minister of State (Treasury Board), Minister of National Revenue, Solicitor General, Minister of National Defence, Minister of National Health and Welfare, Minister
of Communications and Secretary of State for External Affairs.
For over a decade, Mr. Beatty has been a director
on the board of Mitsui & Co. (Canada) Ltd. After leaving the Canadian Chamber he became a Senior Advisor to Teneo, a global CEO advisory firm. He is currently Co-Chair of the Expert Group on Canada-U.S. Relations and Chair, Canadian
Section, of the Canada-Korea Forum.
Over the years, Mr. Beatty has taken on numerous
voluntary roles, including as a member of the Advisory Council on National Security, as Chancellor of Ontario Tech University and currently as a member of the Advisory Councils of the Coalition for a Better Future and the Lawrence
National Centre for Policy and Management. He also speaks and writes extensively on public policy issues and is co-author of the forthcoming book Canada Rising: From Crisis to Renewal.
Mr. Beatty is an Officer of the Order of Canada
and, in 2020, the Government of Japan awarded him the Order of the Rising Sun, Gold and Silver Star, in recognition of his many distinguished achievements in international relations and advancements in Canada-Japan business relations. He
is a graduate of Western University and holds honorary Doctor of Laws degrees from Western University, Ontario Tech University and Wilfrid Laurier University.
|
|||
![]() |
|
|||||
|
INDEPENDENT
|
|
|||||
Senior Advisor, Teneo
Nominee of the Province
Not eligible for re-election in 20341
|
|
|||||
|
|
|
|||||
|
|
|
|||||
|
2025 Attendance – not applicable
|
||||||
|
|
||||||
|
16 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
David Hay, 70
New Brunswick, Canada
|
|
|
David Hay is the Managing Director of Delgatie Incorporated, a strategic
advisory firm. He is the former Vice-Chair and Managing Director of CIBC World Markets Inc., a role he held until 2015. From 2004 until 2010, he was President and Chief Executive Officer of New Brunswick Power Corporation. Prior to that
Mr. Hay held senior investment banking roles as Senior Vice-President and Director responsible for mergers and acquisitions with Merrill Lynch Canada and Managing Director of European mergers and acquisitions with Merrill Lynch
International, based in London, England. Mr. Hay spent the early part of his career as a practicing lawyer at Osler, Hoskin & Harcourt LLP and taught at both the University of Toronto and University of New Brunswick. Mr. Hay was a Law
Clerk to the Chief Justice of the High Court of the Supreme Court of Ontario from 1981 until 1982.
Mr. Hay also sits on the board of EPCOR Utilities Inc. and is a member
of the Council of Clean and Reliable Energy. Prior directorships include Toronto Hydro-Electric System Limited, where he was Vice Chair, and Associated Electric & Gas Insurance Services Limited (AEGIS). Mr. Hay also chaired both the
Beaverbrook Art Gallery and SHAD Canada and was a member of the Expert Panel on Churchill Falls 2041.
Mr. Hay holds a Bachelor of Laws from Osgoode Hall Law School, York
University and a Bachelor of Arts from the University of Toronto (Victoria College). He is an Executive Fellow of the Ivey Energy and Policy Institute and holds his ICD.D.
|
|
![]() |
|
|||
|
INDEPENDENT
|
|
|||
Director since August 14, 2018
Managing Director, Delgatie Incorporated
Not eligible for re-election in 2030
|
|
|||
|
|
|
|||
|
2025 Attendance
|
||||
|
Board: 13/13
|
|
|
IPSO Committee: 4/4
|
Audit Committee: 4/4
|
|
|
|
|
|
|
|
Debbie Hutton, 60
Ontario, Canada
|
|
|
Debbie Hutton is a communications professional with nearly three decades
of experience guiding organizations through complex communications challenges and leading high performing teams across both the public and private sectors. She began her career in politics, advising candidates, elected officials, and
leaders.
Ms. Hutton’s principal occupation over the past five years has been a
radio host with iHeartRadio’s NEWSTALK 1010, a commercial news-and-talk radio broadcasting business.
Ms. Hutton had previously served on the boards of directors of
Metrolinx, York University Board of Governors, the JaysCare Foundation, Niagara Peninsula Children’s Centre and the Speech and Stuttering Institute.
Ms. Hutton holds an Honours Bachelor of Arts in Political Science from
Western University.
|
|||
![]() |
|
|||||
|
INDEPENDENT
|
|
|||||
Director since February 19, 2026
Communications Professional
Nominee of the Province
Not eligible for re-election in 2038
|
|
|||||
|
|
|
|||||
|
2025 Attendance – not applicable
|
||||||
|
|
||||||
|
Hydro One Limited | 2026 Management Information Circular 17
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
Stacey Mowbray, 64
Ontario, Canada
|
|
|
Stacey Mowbray is a corporate director, serving on the board of Currency
Exchange International/Exchange Bank of Canada (TSX). Prior directorships have included dentalcorp Holdings Ltd. (TSX), Sleep Country Canada Holdings Inc. (TSX), Trillium Health Partners, Second Cup Coffee Company, Liquor Control Board of
Ontario and the Coffee Association of Canada (as Chair).
Ms. Mowbray’s most recent work experience was as President of North
America/Americas for Weight Watchers International from 2014 to 2019 and prior to that as President and CEO of The Second Cup Ltd. Ms. Mowbray has extensive strategy and marketing experience from years of leading these functions at high
profile brands such as Molson Coors Brewing Company, Cara Operations and Pepsi Cola Canada.
Ms. Mowbray has received numerous recognitions including Diversity
Champion, Inaugural CEO in Residence and Top 100 Alumni for Wilfrid Laurier University, Top 100 Women’s Executive Network, and Schulich School of Business Outstanding Progress and Achievement Award. Ms. Mowbray holds a Master of Business
Administration from Schulich School of Business, as well as, a Bachelor of Business Administration from Wilfrid Laurier University. Ms. Mowbray holds her ICD.D and recently earned the NACD Certificate in Cyber-Risk Oversight.
|
|
![]() |
|
|||
|
INDEPENDENT
|
|
|||
Director since July 23, 2020
Corporate Director
Not eligible for re-election in 2032
|
|
|||
|
|
|
|||
|
2025 Attendance
|
||||
|
Board: 13/13
|
|
|
Audit Committee: 4/4
|
HRC: 6/6
|
|
|
|
|
|
|
|
Mark Podlasly, 60
British Columbia, Canada
|
|
|
Mark Podlasly, a member of the Cook’s Ferry Indian
Band, Nlaka’pamux Nation in British Columbia, is the Chief Executive Officer at the First Nations Major Project Coalition (the FNMPC), a national collective of 184 Indigenous nations that seeks
ownership of major projects such as pipelines, electric utilities and mining support infrastructure, as well as improvements in project environmental practices. Prior to his appointment as CEO of the FNMPC, Mr. Podlasly held the role of
Chief Sustainability Officer. Mr. Podlasly is a board member of the Canadian Imperial Bank of Commerce (TSX, NYSE) where he serves on the audit and risk management committees, and is chair of the First Nations (Pacific Trail Pipelines)
Group Limited Partnership. He is also a Trustee of the Nlaka’pamux Nation Legacy Trust and a member of the Climate Strategy Advisory Board at the Institute of Corporate Directors.
In 2017, Mr. Podlasly was awarded the
Governor-General’s Meritorious Service Medal for Indigenous leadership for co-establishing Teach for Canada-Gakinaamaage, a non-profit organization that works with northern First Nations to recruit and support committed teachers.
Mr. Podlasly holds a Master in Public
Administration degree from Harvard University as well as a Bachelor of Arts, Business Administration from Trinity Western University. Mr. Podlasly also holds an ICD.D designation.
|
|||
![]() |
|
|||||
|
INDEPENDENT
|
|
|||||
Director since June 8, 2022
CEO at the First Nations Major Projects Coalition
Not eligible for re-election in 2034
|
|
|||||
|
|
||||||
|
|
||||||
|
|
|
|
|||||||||
|
|
2025 Attendance
|
|
|||||||||
|
|
Board: 13/13
|
Audit Committee: 2/2
|
IPSO Committee: 2/2
|
HRC: 6/6
|
|
||||||
|
|
|
|
|
|
|
||||||
|
18 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Michael Rencheck, 64
Ontario, Canada
|
|
|
Michael Rencheck is an experienced executive and
leader in electric generation. He most recently served as President and Chief Executive Officer of Bruce Power. Prior to joining Bruce Power in 2016, he served as the Deputy Chief Operating Officer for AREVA Group, overseeing its
extensive global portfolio of nuclear and renewable projects. Prior to this, he served as President and Chief Executive Officer of AREVA Inc. in North America, leading its diverse nuclear manufacturing and services business in Canada and
the United States, and held various senior executive roles at American Electric Power.
He has been recognized by the National Safety
Council for his leadership in demonstrating a personal commitment to worker safety and health and was designated by the US Department of Energy as a STEM ambassador. He has been widely recognized for his executive and leadership roles,
including being named CEO of the Year in 2020 by the Ontario Chamber of Commerce, Leader of the Year in 2022 by Electricity Human Resources Canada, and Trail Blazer in 2025 by the US Nuclear Industry Council.
Mr. Rencheck is a Professional Engineer and
certified senior reactor operator. He has also served on the boards of directors of numerous organizations including Framatome Inc., the Technical Standards & Safety Authority, and Electric Power Research Institute, and is active in
the community of Bruce, Grey and Huron Counties. He also serves on the Nuclear Advisory Board of Mirion Technologies.
|
|
![]() |
|
|||
|
INDEPENDENT
|
|
|||
Director since August 14, 2025
Corporate Director
Not eligible for re-election in 2037
|
|
|||
|
|
|
|||
|
2025 Attendance
|
||||
|
Board: 3/3
|
|
|
GRC: 1/1
|
|
|
|
|
|
|
|
|
Melissa Sonberg, 65
Québec, Canada
|
|
|
Melissa Sonberg is a corporate director and currently serves as Chair of
Hydro One. Ms. Sonberg was most recently a Professor of Practice at McGill University’s Desautels Faculty of Management, where she was a faculty member from 2014 to 2024. She spent the early part of her career in the healthcare industry
before joining Air Canada, where she held leadership positions in a range of customer facing, operational and corporate functions. Ms. Sonberg was part of the founding executive team of Aeroplan, which became part of AIMIA Inc.
Ms. Sonberg held the positions of Senior Vice President, Human Resources & Corporate Affairs and Senior Vice President, Global Brands, Communications and External Affairs at AIMIA from 2001 to 2013.
Ms. Sonberg sits on the boards of Exchange Income Corporation (TSX),
Athennian and Canada Post Corporation. Previous directorships include Enghouse Systems Inc. (TSX), Via Rail Canada, MD Financial Holdings Inc., Rideau Inc., Group Touchette, Women in Capital Markets, the McGill University Health Centre
and the Montreal Children’s Hospital Foundation.
Ms. Sonberg holds a Bachelor of Science (Psychology) from McGill
University, a Master of Health Administration from the University of Ottawa and holds her ICD.D. She is a Certified Human Resource Executive (CHRE).
|
|
![]() |
|
|||
|
INDEPENDENT
|
|
|||
Director since August 14, 2018
Corporate Director
Not eligible for re-election in 2030
|
|
|||
|
|
|
|||
|
2025 Attendance1
|
||||
|
Board: 13/13
|
|
|
HRC: 2/2
|
GRC: 6/6
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 19
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
Brian Vaasjo, 70
Alberta, Canada
|
|
|
Brian Vaasjo is a corporate director. He was
previously President and CEO of Capital Power, a power generation company, a position he held from Capital Power’s Initial Public Offering in 2009 until May 2023. Under his leadership, Capital Power became Alberta’s leading developer of
new power generation and successfully acquired and developed power generation projects in B.C., Ontario and the United States. Prior to Capital Power, Mr. Vaasjo held various positions at EPCOR Utilities, including President of EPCOR’s
Energy Division and Executive Vice President and Chief Financial Officer commencing in 1998.
For 19 years before that, Mr. Vaasjo held various
positions with the predecessor companies to Enbridge. He served on the Capital Power board from 2009 to 2023 and the Capital Power Income LP board from 2005 to 2011, which he chaired from 2009 to 2011. Other directorships have included
the Alberta Health Services Board, Shock Trauma Air Rescue Board (STARS), where he served as chairman, and the United Way of the Alberta Region, where he also served as chairman. He currently serves as a director of Covenant Health and a
director of Edmonton Global, and is a member of the Advisory Council to the Dean of Medicine and Dentistry at the University of Alberta.
Mr. Vaasjo holds a Bachelor of Education degree and
an MBA from the University of Alberta. He is also a Fellow of the Institute of Chartered Professional Accountants (FCPA).
|
|
![]() |
|
|||
|
INDEPENDENT
|
|
|||
Director since June 2, 2023
Corporate Director
Not eligible for re-election in 2031
|
|
|||
|
|
|
|||
|
2025 Attendance
|
||||
|
Board: 13/13
|
|
|
GRC: 7/7
|
IPSO Committee: 4/4
|
|
|
|
|
|
|
|
Ontario, Canada
|
|
|
Susan Wolburgh Jenah is a corporate director with four decades of
experience as a senior regulator, chief executive officer, lawyer and director. From March 2025 to June 2025, Ms. Wolburgh Jenah served as Interim Chair of the board of Hydro One. Throughout her career, she has served on numerous
corporate, Crown corporation and not-for-profit boards and expert advisory committees.
Ms. Wolburgh Jenah currently serves on the board of Aecon Group Inc.
(TSX) and is Chair of the Corporate Governance, Nominating and Compensation Committee. She recently served as Vice-Chair of Humber River Hospital and as Chair of the Independent Review Committee of Vanguard Investments Canada. Prior
directorships include serving as a Public Governor of the U.S. Financial Industry Regulatory Authority, as Chair of the NEO Exchange, and as a director of Laurentian Bank of Canada, Aequitas Innovations, the Global Risk Institute, the
Investment Industry Regulatory Organization of Canada (IIROC), and the Institute of Corporate Directors.
Ms. Wolburgh Jenah was the founding President and CEO of IIROC and held
numerous executive roles at the Ontario Securities Commission, including Vice-Chair, Acting Chair, General Counsel and Head of International Affairs.
Ms. Wolburgh Jenah holds a Bachelor of Arts from the University of
Toronto and a Juris Doctor from Osgoode Hall Law School. She is also a member of the C.D. Howe National Advisory Council and served as Mentor to the Catalyst Women On Board program. She is a prior Fellow and Adjunct Professor at Osgoode
Hall Law School and recipient of the Osgoode Hall Gold Key for Achievement in 2011. Ms. Wolburgh Jenah holds her ICD.D.
|
||||
![]() |
|
||||||
|
INDEPENDENT
|
|
||||||
Director since January 1, 2020
Corporate Director
Nominee of the Province
Not eligible for re-election in 2031
|
|
||||||
|
|
|
||||||
|
2025 Attendance(1)
|
|||||||
|
Board: 13/13
|
|
|
GRC: 7/7
|
IPSO Committee: 4/4
|
|||
|
|
|
|
|
|
|||
|
20 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Megan Telford, 51
Ontario, Canada
|
|
|
Megan Telford is the incoming President and CEO of
Hydro One. She is currently Hydro One's Chief Operating Officer, responsible for Safety, Operations, Customer Experience, Capital Portfolio Delivery, Strategy, Growth, System Planning and Hydro One Remote Communities Inc.
Ms. Telford's previous executive leadership roles
at Hydro One included responsibility for Health, Safety and Environment, System Planning, Human Resources, Labour Relations, Indigenous Relations, Corporate Affairs and Customer Care. Before joining Hydro One in 2020, Ms. Telford held a
number of increasingly senior roles at TD Bank from 2007 to 2020. Prior to TD, Ms. Telford practiced labour and employment law at a national law firm and worked at the Permanent Court of Arbitration in The Hague.
Ms. Telford currently serves on the board of
directors for Export Development Canada and the Electricity Distributors Association. Ms. Telford holds an Honours Bachelor of Arts in Industrial Relations from McMaster University, a Master of Industrial Relations and Juris Doctor from
Queen's University and was a law clerk for Justice A. Stone and Justice B. Strayer at the Federal Court of Appeal. She holds her ICD.D from the Institute of Corporate Directors.
|
||||
![]() |
|
||||||
|
NOT INDEPENDENT
|
|
||||||
Chief Operating Officer at Hydro One (as of the date of print)
President and CEO of Hydro One (effective June 9, 2026)
|
|
||||||
|
|
|
|
|||||
|
|
|
|
|
|
|||
|
Hydro One Limited | 2026 Management Information Circular 21
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||||||||||||||||||||
|
|
|
|
|
Nominee
|
|
||||||||||||||||||||||||
|
|
Major Competencies
|
|
|
Perrin
Beatty
|
|
|
David
Hay
|
|
|
Debbie
Hutton
|
|
|
Stacey
Mowbray
|
|
|
Mark
Podlasly
|
|
|
Michael
Rencheck
|
|
|
Melissa
Sonberg
|
|
|
Brian
Vaasjo
|
|
|
Susan
Wolburgh
Jenah
|
|
|
|
Accounting/Finance
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Human Resources/ Executive Compensation/ Union Relations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Customer
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Utility/Energy Sector
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capital Markets
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stakeholder Engagement (including Indigenous Peoples)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Government/Regulatory/ Public Policy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Information Technology/Digital & Cyber Security
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Risk Management
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Business Transformation and Strategy
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sustainability/ESG
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Large Company Senior Executive
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Governance
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
22 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Accounting/Finance
|
|
|
Senior financial officer of a publicly listed company or major organization
or experience in financial accounting and reporting, and corporate finance (familiarity with internal financial controls, Canadian and/or US GAAP, and/or International Financial Reporting Standards).
|
|
|
|
Human Resources/
Executive Compensation/
Union Relations
|
|
|
Experience in talent management and succession planning; labour relations;
executive compensation; benefit and pension plan oversight; workplace culture; and diversity and inclusion, gained as a senior executive with Human Resources accountabilities or through board service on an HR Committee within a publicly
listed company.
|
|
|
|
Customer
|
|
|
Experience with mass consumer-facing business, including large company
commercial and industrial customers, major retail channels, and customer-focused strategy.
|
|
|
|
Utility/Energy Sector
|
|
|
Senior executive experience in the utility/electricity industry, including
experience in delivering large projects and/or large capital expenditure programs, along with experience interacting with key utility and energy sector stakeholders.
|
|
|
|
Capital Markets
|
|
|
Experience in investment banking, finance or in major mergers
and acquisitions.
|
|
|
|
Stakeholder Engagement
(including Indigenous Peoples)
|
|
|
Experience in, or a strong understanding of, communications and relations
with investors, customers, regulators and community relations, especially experience in relations with Indigenous communities.
|
|
|
|
Government/
Regulatory/Public Policy
|
|
|
Experience in, or a strong understanding of, complex legal and regulatory
regimes, the workings of government and public policy in Canada and internationally.
|
|
|
|
Information Technology,
Digital & Cyber Security
|
|
|
Experience in information technology, digital, operating technology,
artificial intelligence and cyber security with knowledge of leading practices in Governance & Oversight; Procedures and Controls; Operations; and Project Delivery.
|
|
|
|
Risk Management
|
|
|
Experience or understanding of enterprise risk management systems,
procedures and practices.
|
|
|
|
Sustainability/ESG
|
|
|
Experience in or a strong understanding of, environmental, social and
governance programs, sustainable practices and policies, health and safety policies, climate change-related risks and opportunities, corporate social responsibility programs and/or diversity, equity and inclusion initiatives so that we
can operate safely in an environmentally and socially responsible manner.
|
|
|
|
Business Transformation
and Strategy
|
|
|
Experience developing and implementing strategy leading growth and business
transformation.
|
|
|
|
Large Company Senior
Executive
|
|
|
Experience as a chief executive officer, chief operating officer, chief
financial officer or other senior executive of a publicly listed company or large organization.
|
|
|
|
Governance
|
|
|
Experience in, or a strong understanding of, leading corporate governance
practices and principles at a public company.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 23
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2025 Compensation by Role(1)
|
|
|
Cash
Component ($)
|
|
|
Equity
Component ($)
|
|
|
Total ($)
|
|
|
|
Chair of the board
|
|
|
72,000
|
|
|
108,000
|
|
|
180,000
|
|
|
|
Committee chair(2)
|
|
|
55,200
|
|
|
82,800
|
|
|
138,000
|
|
|
|
Other directors
|
|
|
48,000
|
|
|
72,000
|
|
|
120,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
The board retained the option for each director to elect to receive up to 100% of their annual retainers in the form of DSUs. The
figures in the table above illustrate the amounts paid if a director has opted not to defer the cash component into Deferred Share Units.
|
|
2.
|
Effective January 1, 2025, board committee chairs receive $18,000 as an annual retainer for their duties as committee chair.
|
|
•
|
Ensuring alignment between the interests of directors and shareholders to drive mutual success and enhance corporate value;
|
|
•
|
Offering market-competitive compensation that reflects the company’s size, impact, unique ownership structure and business
complexity;
|
|
•
|
Reflecting the work and time commitment for the role of director; and
|
|
•
|
Attracting and retaining seasoned directors who bring valuable expertise to the board and its committees, ensuring sustained
excellence and strategic guidance.
|
|
24 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
Directors are expected to continue to satisfy their SOR (or maintain their
existing level of share ownership if lower than the requirement) for a period of 12 months following their departure from the board. For a period of 24 months following retirement from the company, the President and CEO must continue to
own sufficient shares to meet the lesser of the SOR applicable to the President and CEO or the level of share ownership that the individual had attained at the time of retirement.
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 25
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
Name
|
|
|
Total Compensation
|
|
|
|
|
|
Form of Payment
|
|
|
|
|
||||||
|
|
Board
Retainer
($)
|
|
|
Chair of
the Board/
Committee
Chair Fees
($)
|
|
|
Total Fees
($)(1)
|
|
|
Received
as Cash
($)
|
|
|
Value
Received
as Director
DSUs
($)(2)
|
|
|
Director DSU
Component
of Total
Compensation
(%)(3)
|
|
|||
|
|
Cherie Brant(4)
|
|
|
58,022
|
|
|
–
|
|
|
58,022
|
|
|
–
|
|
|
58,022
|
|
|
100
|
|
|
|
David Hay*(5)
|
|
|
120,000
|
|
|
8,703
|
|
|
128,703
|
|
|
51,481
|
|
|
77,222
|
|
|
60
|
|
|
|
Timothy Hodgson**(6)
|
|
|
–
|
|
|
40,438
|
|
|
40,438
|
|
|
16,175
|
|
|
24,263
|
|
|
60
|
|
|
|
Stacey Mowbray*
|
|
|
120,000
|
|
|
18,000
|
|
|
138,000
|
|
|
55,200
|
|
|
82,800
|
|
|
60
|
|
|
|
Mitch Panciuk*(7)
|
|
|
120,000
|
|
|
9,346
|
|
|
129,346
|
|
|
51,738
|
|
|
77,608
|
|
|
60
|
|
|
|
Mark Podlasly
|
|
|
120,000
|
|
|
–
|
|
|
120,000
|
|
|
–
|
|
|
120,000
|
|
|
100
|
|
|
|
Helga Reidel
|
|
|
120,000
|
|
|
–
|
|
|
120,000
|
|
|
48,000
|
|
|
72,000
|
|
|
60
|
|
|
|
Michael Rencheck(8)
|
|
|
50,268
|
|
|
–
|
|
|
50,268
|
|
|
22,876
|
|
|
27,392
|
|
|
54
|
|
|
|
Melissa Sonberg**(9)
|
|
|
51,099
|
|
|
112,055
|
|
|
163,154
|
|
|
13,816
|
|
|
149,338
|
|
|
92
|
|
|
|
Brian Vaasjo*(10)
|
|
|
120,000
|
|
|
9,346
|
|
|
129,346
|
|
|
–
|
|
|
129,346
|
|
|
100
|
|
|
|
Susan Wolburgh Jenah*(11)
|
|
|
131,836
|
|
|
18,000
|
|
|
149,836
|
|
|
41,836
|
|
|
108,000
|
|
|
72
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
All amounts in the table above are pre-tax. Amounts reported include the portion of the director’s board retainer, and committee
chair retainer.
|
|
2.
|
All director DSUs (rounded) are fully vested upon grant. Values do not include the value of any additional DSUs received in the
form of dividend equivalents.
|
|
3.
|
Effective January 1, 2025, the board approved a 20% increase to directors’ compensation, committee chair compensation and board
chair compensation.
|
|
4.
|
Ms. Brant received compensation for service as a director until her retirement on June 24, 2025.
|
|
5.
|
Mr. Hay received additional compensation for serving as a Committee Chair until June 23, 2025, and thereafter only received
compensation as a director.
|
|
6.
|
Mr. Hodgson received compensation for service as Chair of the Board until his unpaid leave of absence on March 24, 2025. He later
resigned on April 28, 2025.
|
|
7.
|
Mr. Panciuk received additional compensation for serving as an interim Committee Chair effective June 24, 2025.
|
|
8.
|
Mr. Rencheck was appointed to the board on August 14, 2025, and received compensation following his appointment. Mr. Rencheck was
paid certain amounts for his work as a board observer prior to beginning his service as director. He was not eligible to receive DSUs in respect of such amounts, resulting in a lower percentage of his overall compensation having been
received in DSUs for 2025. However, Mr. Rencheck’s director fees for 2025 were paid in accordance with Hydro One’s policy that directors receive a minimum 60% of their annual retainer in the form of DSUs.
|
|
9.
|
Ms. Sonberg received compensation for service as a director until June 3, 2025, as a Committee Chair until June 23, 2025, and was
appointed Chair of the Board effective June 4, 2025.
|
|
10.
|
Mr. Vaasjo received additional compensation for serving as a Committee Chair effective June 24, 2025.
|
|
11.
|
Ms. Wolburgh Jenah received additional compensation for serving as Interim Chair of the Board from March 24, 2025 to June 3,
2025. Cash compensation of $11,836 was paid for this additional role and is included within the ‘Board Retainer’ and ‘Total Fees’ column above.
|
|
26 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One believes that
the interests of shareholders and directors are better aligned when directors hold a significant investment in Hydro One. Effective May 14, 2024, directors are required to retain a minimum holding of common shares or DSUs equal to three
times (3x) their total annual board retainer (calculated to include the equity portion), based on the current market value, within five years following the date of their
appointment to the board. Following such time, if there is an
|
|
|
The Corporate Governance
Guidelines can be found on our
website at:
https://www.hydroone.com/about/
corporate-information/governance
|
|
increase in the annual board membership retainer, a director will be
required to comply with the increased share ownership threshold within one year following the increase in the retainer. If there is an increase in the annual board membership retainer or a change to the methodology for calculating share
ownership within the first five years of their membership on the board, a director will be provided one additional year to comply with the SOR.
|
|||
|
|
|
|
|
|
|
|
|
Chair of the board
|
|
|
$540,000
|
|
|
|
Committee chair
|
|
|
$414,000
|
|
|
|
Other directors
|
|
|
$360,000
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 27
|
|
|
|
|
|
|
|
|
BUSINESS OF THE MEETING
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
Director
|
|
|
Equity Ownership
April 27, 2026
|
|
|
Equity Ownership
December 31, 2025
|
|
|
Market Value ($)
December 31,
2025
|
|
|
Total as a
multiple of the
SOR (2)
|
|
|
Year to Meet
SOR
|
|
||||||
|
|
Common
Shares
|
|
|
DSUs(1)
|
|
|
Common
Shares
|
|
|
DSUs(1)
|
|
||||||||||||
|
|
David Hay
|
|
|
–
|
|
|
14,215
|
|
|
–
|
|
|
13,824
|
|
|
755,343
|
|
|
2.10
|
|
|
Met in 2023
|
|
|
|
Debbie Hutton
|
|
|
–
|
|
|
143
|
|
|
|
|
|
–
|
|
|
–
|
|
|
–
|
|
|
2031(3)
|
|
|
|
Stacey Mowbray
|
|
|
1000
|
|
|
8,610
|
|
|
700
|
|
|
8,204
|
|
|
486,515
|
|
|
1.18
|
|
|
Met in 2025
|
|
|
|
Mitch Panciuk
|
|
|
–
|
|
|
4,219
|
|
|
–
|
|
|
3,676
|
|
|
200,857
|
|
|
0.49
|
|
|
N/A
|
|
|
|
Mark Podlasly
|
|
|
–
|
|
|
7,602
|
|
|
–
|
|
|
7,040
|
|
|
384,666
|
|
|
1.07
|
|
|
Met in 2025
|
|
|
|
Helga Reidel
|
|
|
–
|
|
|
3,948
|
|
|
–
|
|
|
3,567
|
|
|
194,901
|
|
|
0.54
|
|
|
N/A
|
|
|
|
Michael Rencheck
|
|
|
–
|
|
|
836
|
|
|
–
|
|
|
520
|
|
|
28,413
|
|
|
0.08
|
|
|
2030 (3)
|
|
|
|
Melissa Sonberg
|
|
|
–
|
|
|
27,095
|
|
|
–
|
|
|
26,243
|
|
|
1,433,918
|
|
|
2.66
|
|
|
Met in 2022
|
|
|
|
Brian Vaasjo
|
|
|
19,014
|
|
|
7,043
|
|
|
19,014
|
|
|
6,407
|
|
|
1,389,003
|
|
|
3.36
|
|
|
Met in 2023
|
|
|
|
Susan Wolburgh Jenah
|
|
|
1,643
|
|
|
16,861
|
|
|
1,643
|
|
|
16,299
|
|
|
980,351
|
|
|
2.37
|
|
|
Met in 2022
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
All DSUs are rounded to the nearest whole number.
|
|
2.
|
Each director’s share ownership is calculated annually as at December 31 (based on the current market value) and is divided by
the SOR.
|
|
3.
|
For the directors identified above, the timeframe to meet the SOR was extended pursuant to the provisions of the Corporate
Governance Guidelines. Additional details are set out in the “Non-Employee Director Share Ownership Requirements and Equity Ownership” section on page 27.
|
|
•
|
is, or within the last 10 years has, served as a director or (i) a chair, vice-chair or president, (ii) a CEO or chief financial
officer, (iii) a vice president in charge of a principal business unit, division or function including sales, finance or production, or (iv) an individual performing a policy-making function (each of (i), (ii), (iii) and (iv), an
executive officer) of any company that, during such service or within a year after the end of such service, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or was subject to or instituted any
proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets;
|
|
•
|
is, or within the last 10 years has served as, a director, CEO or chief financial officer of any company that, during such service
or as a result of an event that occurred during such service, was subject to an order (including a cease trade order or similar order or an order that denied access to any exemption under securities legislation), for a period of more than
30 consecutive days; or
|
|
•
|
within the last 10 years has become bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or become
subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of the director, executive officer or shareholder.
|
|
28 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
2
Corporate
Governance
|
|
|
|
|
|
|
|
|
|
|
|
The Governance Agreement requires approval of the board to make changes by
way of a special resolution of at least two-thirds of the votes cast at a board meeting or unanimous written consent of all directors, to the director Skills Matrix, Board Diversity Policy, Majority Voting Policy, Corporate-Shareholder
and Stakeholder Engagement Policy, Corporate Disclosure Policy, Corporate Governance Guidelines, Mandate for the Hydro One Ombudsman, and mandates of the board and its committees, as well as its structure. In addition, the changes cover
position descriptions for the President and CEO, the chair of the board, the directors and committee chairs, Code of Business Conduct, Whistleblower Policy, Executive Share Ownership Guidelines, Anti-Hedging Policy and Compensation
Recoupment Policy.
|
|
|
|
|
|
|
|
|
|
|
|
You can find more information on our governance practices and policies on
our website at:
https://www.hydroone.com/about/corporate-information/governance.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
What We Do
|
|
|
|
Independence
|
|
|||
|
|
![]() |
|
|
All of our directors are independent (except for the CEO) and all members of
our board committees are independent
|
|
|
|
![]() |
|
|
We have separate roles for the chair of the board and the CEO
|
|
|
|
![]() |
|
|
We have in camera sessions – independent directors meet without management
at each board and committee meeting
|
|
|
|
![]() |
|
|
Our board committees have full authority to retain independent advisors
|
|
|
|
Leadership and Development
|
|
|||
|
|
![]() |
|
|
We have a comprehensive orientation process for new directors and an ongoing
education program for the board
|
|
|
|
![]() |
|
|
We conduct annual board assessments to help ensure board effectiveness and
we annually review our directors’ skills matrix
|
|
|
|
Environmental, Social and Governance (ESG)
|
|
|||
|
|
![]() |
|
|
We have board oversight of sustainability matters including climate,
Indigenous relations, government relations and other ESG matters
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 29
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
What We Do
|
|
|
|
Diversity and Succession
|
|
|||
|
|
![]() |
|
|
Our board represents a diverse mix of skills, background and experience.
44.4% of our independent director nominees are women, 11% of our independent director nominees self-identify as an Indigenous Person and 11% of our independent director nominees identify as a person with a disability.
The board chair and three of the four board committee chairs are women. No
director self-identifies as a person, who is Black, a person of colour or 2SLGBTQIA+.
|
|
|
|
![]() |
|
|
We have a robust Majority Voting Policy
|
|
|
|
![]() |
|
|
We have a formal succession planning process in place for the Executive
Leadership Team and the board
|
|
|
|
![]() |
|
|
As required, we use an independent recruiting firm to help identify and
track a diverse group of board succession candidates
|
|
|
|
![]() |
|
|
We limit other public company directorships and board interlocks
|
|
|
|
![]() |
|
|
We evaluate all requests from our directors before they take on an
additional position as a corporate director with a for-profit, not-for-profit or private entity
|
|
|
|
![]() |
|
|
We have director term and age limits
|
|
|
|
Ethics and Integrity
|
|
|||
|
|
![]() |
|
|
We promote a strong culture of integrity and ethical behaviour guided by a
Code of Business Conduct
|
|
|
|
Shareholder Engagement and Alignment
|
|
|||
|
|
![]() |
|
|
We provide shareholders with an annual say on pay vote
|
|
|
|
![]() |
|
|
We have a minimum non-executive director share ownership requirement
equivalent to 3x total annual retainer within five years, based on current market price
|
|
|
|
![]() |
|
|
We have a formal Corporate-Shareholder and Stakeholder Engagement Policy
that describes how shareholders can provide direct feedback to the board and we engage with shareholders throughout the year
|
|
|
|
![]() |
|
|
We disclose directors’ equity holdings and require at least 60% of annual
board retainer in equity, to align their interests with those of our shareholders
|
|
|
|
![]() |
|
|
What We Don’t Do
|
|
|
|
![]() |
|
|
No overcommitted directors – no director simultaneously sits on more than
four other public company boards
|
|
|
|
![]() |
|
|
No Stock Option awards for directors
|
|
|
|
![]() |
|
|
No staggered board – all our directors are elected annually
|
|
|
|
![]() |
|
|
No dual class, non-voting or subordinated voting shares
|
|
|
|
![]() |
|
|
No monetization or hedging of common shares or equity compensation
|
|
|
|
|
|
|
|
|
|
■
|
requires that, except for the CEO, all board members be independent of Hydro One and independent of the Province (please refer to
page 36 for the definition of “independence”);
|
|
■
|
addresses the director nomination process, including the entitlement of the Province to nominate 40% of directors to be elected;
|
|
■
|
requires Hydro One to maintain a Majority Voting Policy for director elections and restricts the Province’s ability to withhold
from voting for directors except where the Province replaces the entire board other than the CEO and, at the Province’s discretion, the chair of the board;
|
|
30 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
■
|
requires approval, by special resolution of the directors, of the appointment and annual confirmation of the CEO, the chair of the
board and changes to key governance practices of the company;
|
|
■
|
restricts the right of the Province to exercise certain shareholder rights, such as to requisition a shareholder meeting to
consider a fundamental change, or to solicit others to exercise rights which the Province is restricted from exercising; and
|
|
■
|
restricts the acquisition of voting securities by the Province but grants the Province pre-emptive rights with respect to future
issuances of voting securities.
|
|
The structure and role of the board are consistent with
leading governance practices and reflect the requirements of the Governance Agreement.
During spring 2025, the board of directors launched a
process to select a new chair, following Timothy Hodgson’s resignation. During the process, Susan Wolburgh Jenah served as interim chair of the board. The process led to the appointment of Melissa Sonberg as chair of the board effective
June 4, 2025.
|
|
|
![]() |
|
Hydro One Limited | 2026 Management Information Circular 31
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||
|
|
|
|
|
Board of Directors
|
|
|||||||||
|
|
|
|
|
January 1, 2025 to
June 23, 2025
|
|
|
June 24, 2025 to
August 13, 2025
|
|
|
August 14, 2025 to
December 31, 2025
|
|
|
January 1, 2026 to
April 27, 2026
|
|
|
|
Audit
Committee
|
|
|
Stacey Mowbray
(Chair)
|
|
|
Mitch Panciuk
(Interim Chair)
|
|
|
Mitch Panciuk
(Interim Chair)
|
|
|
Helga Reidel
(Chair)
|
|
|
|
David Hay
Mitch Panciuk
Mark Podlasly
Helga Reidel
|
|
|
David Hay
Stacey Mowbray
Helga Reidel
|
|
|
David Hay
Stacey Mowbray
Helga Reidel
|
|
|
David Hay
Stacey Mowbray
Mitch Panciuk
|
|
|||
|
|
Governance &
Regulatory
Committee
|
|
|
Susan Wolburgh Jenah
(Chair)
|
|
|
Susan Wolburgh Jenah
(Chair)
|
|
|
Susan Wolburgh Jenah
(Chair)
|
|
|
Susan Wolburgh Jenah
(Chair)
|
|
|
|
Cherie Brant
Melissa Sonberg
Brian Vaasjo
|
|
|
Melissa Sonberg
Brian Vaasjo
|
|
|
Michael Rencheck
Brian Vaasjo
|
|
|
Michael Rencheck
Brian Vaasjo
|
|
|||
|
|
Indigenous
Peoples,
Safety &
Operations
Committee
|
|
|
David Hay
(Chair)
|
|
|
Brian Vaasjo
(Chair)
|
|
|
Brian Vaasjo
(Chair)
|
|
|
Brian Vaasjo
(Chair)
|
|
|
|
Cherie Brant
Mitch Panciuk
Brian Vaasjo
Susan Wolburgh Jenah
|
|
|
David Hay
Mitch Panciuk
Mark Podlasly
Susan Wolburgh Jenah
|
|
|
David Hay
Mitch Panciuk
Mark Podlasly
Susan Wolburgh Jenah
|
|
|
David Hay
Mitch Panciuk
Mark Podlasly
Susan Wolburgh Jenah
|
|
|||
|
|
Human
Resources
Committee
|
|
|
Melissa Sonberg
(Chair)
|
|
|
Stacey Mowbray
(Chair)
|
|
|
Stacey Mowbray
(Chair)
|
|
|
Stacey Mowbray
(Chair)
|
|
|
|
Stacey Mowbray
Mark Podlasly
Helga Reidel
|
|
|
Mark Podlasly
Helga Reidel
|
|
|
Mark Podlasly
Helga Reidel
|
|
|
Mark Podlasly
Helga Reidel
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
32 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
A majority of
directors is required to meet quorum at every board and committee meeting. A quorum of shareholders at a meeting is achieved if holders of not less than 25% of the shares entitled to be voted at the meeting are present in person or
represented by proxy at the start of the meeting, provided that a quorum shall not be less than two persons.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Role
|
|
|
Position Description
|
|
|
Key Responsibilities
|
|
|
|
Chair of the board
|
|
|
•
Required under the Governance Agreement to be separate from the President and CEO and must be independent of both Hydro One and the Province
•
Nominated and confirmed annually by special resolution of the board
•
Acts as a liaison between the board and management
|
|
|
•
Responsible for overseeing the administration of the affairs of the board in carrying out its duties and responsibilities
•
Provides leadership to the board to enhance the board’s effectiveness for its accountabilities, including supervision of management of the company and oversight of the relationships between the board, management, shareholders,
customers and other stakeholders
•
Presides at all board meetings
•
Chairs all sessions with the independent directors
•
Ensures that independent directors meet in camera at each meeting of the board without members of management or non-independent directors present
•
Works with the board committees to ensure they have a proper structure, mandates, appropriate assignments and work plans
•
Supports and assists in director orientation and continuing education
•
Ensures that an appropriate system is in place to annually evaluate the performance of the board as a whole
|
|
|
|
Committee chairs
|
|
|
•
A director appointed by the board to oversee the operation of a board committee
•
Must be independent
|
|
|
•
Provides leadership to their committee
•
Facilitates the functioning of their committee, and reporting to the board on committee activities and compliance with the committee’s mandate
•
Provides input on succession planning for their position and committee
•
Ensures that the independent directors of their committee meet in camera at each meeting of the committee without members of management or non-independent directors present
•
Attends committee chair forums in advance of quarterly board meetings
|
|
|
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 33
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Role
|
|
|
Position Description
|
|
|
Key Responsibilities
|
|
|
|
President and CEO
|
|
|
•
Lead Hydro One
•
Develop and implement plans, policies, strategies and budgets for the growth and profitable operation of the company
•
Confirmed annually by special resolution of the board
|
|
|
•
Ensures that the day-to-day business affairs of the company are appropriately managed
•
Formulates and presents to the board for discussion and approval the company’s long-term business plans, strategy and policies that address the opportunities and risks facing the company and lead to the creation of shareholder value
•
Identifies, assesses, monitors and manages the principal risks of the company
•
Develops and recommends to the board annual business plans and budgets that support the company’s long-term strategy and business plans
•
Promotes and maintains effective relationships with stakeholders
•
Ensures strong governance for safe and efficient operations and strategic leadership for health, safety and environment
•
Champions a strong, company wide safety culture in which people at all levels of the organization are held accountable for prioritizing safety in decision making and for living our safety absolutes
•
Fosters and advances a positive work environment that is conducive to attracting, retaining and motivating a diverse group of high-performing, engaged employees at all levels
•
Oversees the effectiveness of the company’s leadership development programs and succession plans
|
|
|
|
Directors
|
|
|
For information regarding the position description, for and key
responsibilities of, directors see “What We Expect from Our Directors” on page 14.
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
You can find the board and committee mandates, and position descriptions
for the chair, committee chairs, directors and CEO posted in the corporate governance section of our website at: https://www.hydroone.com/about/corporate-information/governance.
|
|
|
|
|
|

|
34 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Exchange of Nomination Notice with the Province
|
|
|
•
Not later than 60 days prior to the date by which proxy solicitation materials must be mailed for Hydro One’s annual meeting, each of the Province and the GRC will notify each other of their proposed director nominees
|
|
|
|
Confirmation/rejection of director nominees
|
|
|
•
The GRC and the Province have 10 business days following receipt of the above-referenced notice to confirm or reject the director nominees
•
If a proposed nominee is not already a director of Hydro One or is a director but whose circumstances have materially changed in a way that would affect how they continue to meet director qualification standards under the Governance
Agreement, then the GRC and the Province have 10 business days following exchange of nomination notices to confirm or reject the director nominee on the basis that the nominee does not meet the qualification standards
•
If a director nominee of the Province or the GRC is rejected, the Province or the GRC will be entitled to nominate additional candidates until a nominee is confirmed by the other
•
If no replacement nominee is confirmed for a director who was expected to depart from the board and that director does not resign, that director shall be re-nominated
•
The Province and the committee will use commercially reasonable efforts to confirm director nominees prior to the date by which proxy solicitation materials must be mailed for the annual meeting of shareholders
|
|
|
|
Obligations of the Province
|
|
|
•
The Province is required under the Governance Agreement to vote in favour of all director nominees of Hydro One in accordance with the process set out in the Governance Agreement
•
This obligation is subject, however, to the Province’s overriding right to withhold from voting or otherwise seek a shareholder meeting to remove and replace the entire board, including in each case its own director nominees but
excluding the CEO and, at the Province’s discretion, the chair of the board
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 35
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
Independent of Hydro One
|
|
|
|
Directors must be independent within the meaning of all Canadian
securities laws governing the disclosure of corporate governance practices and stock exchange requirements imposing a number or percentage of independent directors; and
|
|
|
|
A director who is “independent” within the meaning of applicable
securities laws is one who is free from any direct or indirect relationship which could, in the view of the board, be reasonably expected to interfere with a director’s independent judgment, with certain specified relationships deemed
to be non-independent.
|
|
|
|
|
|
|
|
|
|
|
|
Independent of the Province
|
|
|
|
Directors are independent of the Province within the meaning of Ontario
securities laws governing corporate governance disclosure, where the Province and certain specified provincial entities are deemed to be Hydro One’s parent.
|
|
|
|
Directors are not a current official or employee of the Province; and
|
|
|
|
Directors have not been an official or employee of the Province for at
least three years prior to their nomination to the board.
|
|
|
|
|
|

|
Hydro One promotes ethical principles to foster integrity, respect,
excellence and social responsibility. The company has a written Code of Business Conduct that applies to all employees, directors and officers of Hydro One and its subsidiaries.
|
|
|
The full text of the Code of Business Conduct and
Whistleblower Policy is available on Hydro One’s website at www.HydroOne.com.
|
|
The Code of Business Conduct refers to Hydro One’s core values and
establishes standards to define how employees, officers and directors of Hydro One should act. In addition, Hydro One requires
|
|
||
|
each of its contractors, suppliers, business partners, consultants and
agents to comply with the Code of Business Conduct in their dealings with or on behalf of Hydro One. The Code of Business Conduct addresses, among other things, health and safety matters, conflicts of interest, discrimination and
harassment, confidentiality, insider trading, environmental protection, safeguarding Hydro One’s assets (including physical and intellectual property, cyber assets, accounting and financial reporting), fraudulent activity and compliance
with all applicable laws, rules and regulations.
|
|||
|
36 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 37
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Term Limit
|
|
|
Age Limit
|
|
|
|
Non-executive directors cannot stand for re-election 12 years after the
date on which the director first began serving on the board of directors of Hydro One or any of its subsidiaries, except in special circumstances (including if necessary to facilitate orderly board renewal) on the recommendation of the
GRC.
|
|
|
No director is to be appointed or elected as a director after that person
has reached 75 years of age, unless otherwise determined by the board.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Committee Chair Service Review
|
|
|
|
As part of the GRC’s annual review of committee memberships and structure,
the GRC considers whether it is appropriate to change committee chairs for directors who have served as a committee chair for four or more years.
|
|
|
|
|
|
|
38 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 39
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The board aspires
toward a board composition in which women comprise at least 40% of the directors of the board. 44.4% (4) of our independent director nominees, and 50% (5) of all director nominees self-identify as
women.
|
|
|
The board aspires
toward a board composition in which at least one director identifies as an Indigenous Person, Black, or as a person of colour. 11% (1) of our independent director nominees and 10% (1) of all director
nominees self-identify as an Indigenous Person.
|
|
|
One director
nominee identifies as a person with a disability.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The board diversity policy can be found here on the company’s website:
https://www.hydroone.com/about/corporate-information/governance
|
|
|
|
|
|
|
40 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
•
|
Recognizing that delivering our corporate strategy requires specific competencies and capabilities, we will continue to prioritize
the development of our current leaders and pursue targeted recruitment for technical and industry capabilities to complement our internal talent and strengthen the succession pipeline.
|
|
•
|
Through the annual Succession Planning and Talent Management cycles, we will continue to highlight individualized development
opportunities, cross functional rotations, stretch assignments and experiential learning to strengthen competencies and readiness for successors to executive leadership roles and talent identified as successors to critical roles.
|
|
•
|
Through our Top Talent program, we will continue to provide key talent with development and exposure opportunities with the board
of directors and share progress updates with the full board and the HRC regarding development plans for successor nominees.
|
|
Hydro One Limited | 2026 Management Information Circular 41
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
1)
|
to familiarize new directors with their responsibilities and with the various business activities of Hydro One; and
|
|
2)
|
to assist directors in enhancing their knowledge and skills and their understanding of the company’s business, as well as to help
ensure that their knowledge and understanding of the company’s business remains current.
|
|
42 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
•
|
information briefings and internal educational sessions to be held between regular board and committee meetings;
|
|
•
|
presentations, video recordings and updates from senior management on specialized topics;
|
|
•
|
quarterly reports on corporate governance matters;
|
|
•
|
discussions and industry briefings with external speakers on relevant topics related to Hydro One’s business;
|
|
•
|
site visits to Hydro One’s facilities; and
|
|
•
|
board dinners with management and industry experts as invited guests.
|
|
Hydro One Limited | 2026 Management Information Circular 43
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Topic
Presented/Hosted by
|
|
|
Attended by
|
|
|
|
Digital & Technology Solutions Education Session
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
A Fireside Chat with David MacNaughton, Former Canadian Ambassador to the
United States
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Cybersecurity Risk Management
Facilitated by
Management/Provided by External Law Firm
|
|
|
Board of Directors
|
|
|
|
Cecil Transmission Station Tour
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Physical Security and Cybersecurity Education Session
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Visit to the Markham Customer Contact Centre
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Deep Dive on Various Lines of Business Education Session
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Orillia ISOC Facility – On-site Education Session
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Labour Relations Education Session
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
An overview of the 2025 ISS and Glass Lewis Proxy Advisory Reports
Facilitated by Management
|
|
|
GRC Members
|
|
|
|
Education Session on the Asset Investment Risk Process
Facilitated by Management
|
|
|
Board of Directors
|
|
|
|
Creative Destruction Lab’s Putting AI to Work Program for Boards
Creative Destruction Lab
|
|
|
Melissa Sonberg
Helga Reidel
Stacey Mowbray
|
|
|
|
8th
Annual First Nations Major Projects Coalition Conference
First Nations Major
Projects Coalition
|
|
|
Stacey Mowbray
Mark Podlasly
Brian Vaasjo
|
|
|
|
The GLOBExCHANGE 2025 conference – Advancing Diversity, Equity &
Inclusion in Transplantation
GLOBExCHANGE
|
|
|
Brian Vaasjo
|
|
|
|
Embedding Sustainability in your Business: Balancing Vision and Practicality
GLOBExCHANGE
|
|
|
Brian Vaasjo
|
|
|
|
Annual Institute of Corporate Directors Conference: Today’s Board Resilient
by Design, Boards Navigating Strategy, Risk, and Culture with Adaptive Bold Oversight for Resilience and Strong Leadership
Institute of Corporate
Directors
|
|
|
Brian Vaasjo
|
|
|
|
Economic Update
Podium Club - Deloitte
|
|
|
Helga Reidel
|
|
|
|
IFRS training - Accounting Rules
Arranged by Windsor
Detroit Bridge Authority Board
|
|
|
Helga Reidel
|
|
|
|
Trump Policy Agenda: Risks & Opportunities for Boards
National Association of
Corporate Directors
|
|
|
Melissa Sonberg
|
|
|
|
Artificial Intelligence Impact on Boardroom Strategy
National Association of
Corporate Directors
|
|
|
Melissa Sonberg
|
|
|
|
The Art of Directorship: CEO Succession
|
|
|
Melissa Sonberg
|
|
|
|
|
|
|
|
|
|
44 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Topic
Presented/Hosted by
|
|
|
Attended by
|
|
|
|
National Association of Corporate Directors
|
|
|
|
|
|
|
Corporate Trends and Best Practice in Diversity Equity and Opportunity,
Director Succession and Board Evaluations
Egon Zehnder
|
|
|
Susan Wolburgh Jenah
|
|
|
|
The Future of the Boardroom: Defining Modern Governance
Women Get on Board Summit
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Fulfilling the Board’s Sacred Task: Hiring the CEO
David Beatty Webinar
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Artificial Intelligence in the Boardroom
Insight Partners &
Diligent
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Negotiation Skills
John Siberius, Harvard
Law School
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Fueling Canada’s Competitiveness with Credible Sustainability Data
ICD & CPA Canada
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Geopolitical Risks and Opportunities in Infrastructure Development
Aecon Board Session
|
|
|
Susan Wolburgh Jenah
|
|
|
|
10th Annual National Energy Roundtable Conference
The Energy Roundtable
|
|
|
Susan Wolburgh Jenah
|
|
|
|
Mobilizing Climate Leadership in Complex Times: The Critical Role of Boards
Climate Governance
Initiative
World Economic Forum
|
|
|
Mark Podlasly
|
|
|
|
Pan-Canadian Energy Corridor, National Energy Corridor
Council for Clean and
Reliable Energy
|
|
|
David Hay
|
|
|
|
|
|
|
|
|
|
•
|
participates in Hydro One’s strategy process throughout the year by reviewing and approving the strategic plan (taking into account
the opportunities and risks of our business) and engaging in regular discussions to review strategy implementation progress and helps ensure that the opportunities and risks of our business are adequately incorporated into strategic
actions proposed by management;
|
|
•
|
regularly oversees management’s execution of strategic initiatives and business plans (both regulated and unregulated efforts) and
their results;
|
|
Hydro One Limited | 2026 Management Information Circular 45
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
•
|
receives regular reports on implementation of the corporate strategy and detailed updates on each strategic initiative throughout
the year at its scheduled meetings; and
|
|
•
|
assesses the company’s performance against financial and other objectives established in the company’s business plans, past
performance and industry peers.
|
|
•
|
providing input and discussing perspectives related to strategy at each board meeting;
|
|
•
|
providing input and discussing detailed reports on each strategic initiative at each board meeting;
|
|
•
|
providing feedback on the value of strategic engagements, and opportunities for improvement;
|
|
•
|
reviewing and providing input on other strategic considerations, both regulated and unregulated;
|
|
•
|
holding an annual strategy session in June 2025, which promoted the development of strategic foresight and agility by reviewing:
environmental scans, strategic priorities and objectives, strategy signposts and key outcomes of the strategy. In addition, the board reviewed the results of Hydro One’s expected residential customer profile, which was undertaken to
better understand how customer values are expected to evolve, and opportunities for Hydro One to increase its value to customers through various products and services.
|
|
•
|
aligns with the strategic priorities and objectives outlined in Hydro One’s corporate strategy; and
|
|
•
|
provides stakeholder visibility into Hydro One’s risk environment and key risk management activities.
|
|
•
|
overseeing and approving the company’s ERM framework and programs for identifying, assessing and managing the company’s principal
risks, which can include, any applicable material environment and societal-related risk, with a view to achieving an appropriate balance between the risks incurred and potential returns, and the long-term sustainability of the company;
and
|
|
•
|
overseeing and assessing the adequacy and effectiveness of programs and processes for identifying, assessing and managing or
mitigating the company’s principal risks and ensuring that primary oversight responsibility for each of the key risks identified in the ERM framework is assigned to the board or one of its committees.
|
|
46 Hydro One Limited | 2026 Management Information Circular
|
|
|

|
•
|
describe each of these critical risks and articulate their underlying key risk drivers;
|
|
•
|
communicate management’s assessment of the risk ratings (e.g., likelihood, impact, and speed of onset of the risk); and
|
|
•
|
illustrate how the risks are managed and identify additional risk management actions and timelines to further mitigate these risks.
|
|
Hydro One Limited | 2026 Management Information Circular 47
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
48 Hydro One Limited | 2026 Management Information Circular
|
|
|

|
Hydro One Limited | 2026 Management Information Circular 49
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Customers
|
|
|
•
Residential and Small Business Customer Satisfaction – Overall customer satisfaction (CSAT) among residential and small business customers remained high at 88% in 2025, consistent with 2024.
This demonstrates that customers continue to be very satisfied with the service they receive from Hydro One.
•
Customer Service Innovation – Hydro One introduced an AI-powered chatbot to streamline internal support and enhance customer service efficiency. By delivering instant, accurate responses and
consolidating information from multiple sources, Customer Service Representatives can help customers faster, improving first-call resolution while boosting overall productivity.
•
Customer Affordability Program – In 2025, Hydro One distributed over $2 million in Low-income Electricity Assistance Program (LEAP) funding to assist low-income customers. The team also
delivered one on one affordability education to boost enrollment in programs like the Ontario Electricity Support Program (OESP), LEAP and enhanced Get Local visits for First Nations Communities. Hydro One continues to strengthen its
Customer Assistance Program through proactive education and outreach with social and community-based organizations while advocating for vulnerable customers and those who may face greater challenges in the future.
•
myEnergy Rewards – In the spring of 2023, Hydro One launched myEnergy Rewards, a program that allows customers to enroll eligible smart home devices, such as smart thermostats, electric
vehicles (EVs) and EV chargers, in exchange for receiving up to $200 in financial incentives for their participation in demand response events. This program empowers customers to help optimize Ontario’s electricity grid, reducing stress
on the system during times of peak demand by lessening or shifting their electricity usage. By December 31, 2025, program enrolment was nearly 30,000 households, which together build a virtual power plant that can be used as a flexible
resource to address local distribution system needs, while providing a great customer experience.
|
|
|
Large Customers
|
|
|
•
In 2025, a simplified customer survey was conducted as part of the Joint Rate Application (JRAP) for 2028-2032, to evaluate customer sentiment toward the proposed rate increases. The 2025 overall CSAT among commercial and industrial,
large distribution and transmission connected customers remained relatively high, decreasing slightly from an overall 84-85% in the previous two years to 81%. With a response rate of less than 25% of large customers, the variation
between categories and overall score did not see a significant change and indications are that there is relative stability in multi-year performance for the transmission and commercial and industrial customer segment. The steady trend
and slight decline do indicate that in a transitional economy where customers are affected by cost increases and economic uncertainty, additional effort and ongoing adjustments need to be made to closely manage and respond to customer
needs. This direction is reflected in the Hydro One Customer Strategy and efforts to build stronger relationships and partnerships with our large customers.
•
Capacity – Demand continues to rise across multiple sectors, particularly in greenhouse facilities and commercial EV charging infrastructure. This growth is concentrated in constrained areas of
the province, where our team is increasingly engaged in developing and implementing solutions.
•
Power Quality – Increasing system loading combined with heightened sensitivity of customer equipment, are driving a rise in power quality concerns. Hydro One is taking a proactive,
collaborative approach, working closely with internal stakeholders and customers to identify root causes and implement effective solutions.
•
Affordability – Macroeconomic pressures and rising electricity costs have impacted large customers. As a result, education and advocacy, driven by stronger, more collaborative customer
relationships, became a top priority throughout 2025.
•
In 2025, we pursued our efforts with the Province to advance work with industrial partners. With trade impacts affecting the EV industry, project pace and timing are being adjusted for projects in St. Thomas (Volkswagen) and Alliston
(Honda).
•
We continue to see an uptake in demand for both data centres and large warehouse depots. While customers are taking longer to decide on project viability, their interest did not diminish significantly in 2025 and the project sizes
proposed continue to pose connection challenges. With the Province undertaking consultation on Bill 40, Protect
|
|
|
|
|
|
|
|
50 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Ontario by Securing Affordable Energy for Generations Act, 2025, it is
expected that there will be more clarity on the connection process for large data centres.
•
In addition to traditional work to enable increased demand for load connections, in 2025 several large generation connections materialized to meet contractual obligations set out by the Independent Electricity System Operator (IESO).
The connections announced for generation in both transmission and distribution systems are expected to exceed 4,000 megawatts in the short term, and the next phase of procurement, LT2 with 1315MV required, has been initiated by the IESO
for 2030 needs. This will require Hydro One to invest time and resources to enable the successful applications for connection. In addition, AUX Energy Inc., an indirect wholly-owned subsidiary of Hydro One Limited, is offering its
customers an array of affordable distributed energy resource solutions to improve energy affordability and resiliency. These include directly investing in solar generation, battery storage and EV charging infrastructure in order to help
bring the overall cost of energy down for large energy customers, improve their resiliency and reduce their carbon footprint.
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 51
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Communities
|
|
|
•
In 2025, Hydro One continued to power possibility across Ontario by investing in programs and partnerships that strengthen communities, create opportunities and are intended to build a brighter future.
•
Through collaboration and action, we work to make life better today while preparing for tomorrow – supporting local priorities such as investing in ice storm recovery efforts, advancing reconciliation through partnerships with
Indigenous communities and amplifying impact through employee giving and volunteering.
•
Energizing Life Community Fund: In 2025, Hydro One awarded $25,000 grants to 28 Indigenous communities, municipalities and charities across Ontario, supporting a wide range of local priorities
– such as reducing social isolation and improving access to healthy food, creating inclusive programs for individuals with developmental disabilities and preserving cultural and environmental heritage.
•
2025 Ice Storm Recovery Grant: In response to the severe ice storm that impacted communities across Ontario, Hydro One provided recovery grants to 50 Indigenous communities and municipalities
to support emergency relief and rebuilding efforts.
•
Indigenous Partnerships: We partnered with Indigenous communities through scholarships for Indigenous students, community safety initiatives and cultural preservation programs in partnership
with the Downie Wenjack Fund.
•
CNIB: Our partnership with CNIB supports safer mobility and greater independence for people living with sight loss. By strengthening training infrastructure at the CNIB Guide Dogs Canine
Campus, this collaboration helps enable the training of up to 100 guide dogs each year. We’re proud to host the CNIB Guide Dog Graduation Ceremony each year on International Guide Dog Day, celebrating the powerful bond between guide
dogs and their handlers.
•
BlackNorth Initiative: Our commitment to the BlackNorth Initiative is demonstrated through collaboration with our Black Employee Resource Circle (BERC) and by achieving our goal of directing
3% of donations and sponsorships to support Black-led organizations and initiatives.
•
ACT Foundation: We continued to support the ACT Foundation, bringing the total number of Ontario students trained in CPR and the use of automated external defibrillators to 165,000.
•
Coaches Association of Ontario: Our partnership with CAO strengthened sports leadership and accessibility across Ontario communities, collectively impacting more than 29,000 people through
grants, training, resources and engagement initiatives.
•
Power to Give: In September 2025, we held the sixth annual Power to Give Month at Hydro One.
−
176 volunteer employee ambassadors hosted 119 events;
−
Together, we achieved our campaign goal, by raising over $2.61 million, including corporate matching, for causes selected by employees.
−
Employees tracked more than 11,000 volunteer hours throughout the year, supporting registered Canadian charities and not-for-profit organizations.
|
|
|
|
|
|
|
|
52 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
Hydro One strives to ensure that communities benefit from the development of new major projects through strategic partnerships, which balance shareholder and community interests and serve as a cornerstone of Hydro One’s long-term
commitment to the communities where it operates.
•
In addition to building partnerships, we employ a range of community engagement tools and forums to involve communities and stakeholders in our capital program. In 2025, through in-person and virtual open houses, community events,
online forums, door-to-door outreach, targeted advertising and notifications, council presentations and one-on-one meetings, we facilitated more than 153,000 interactions with community members across Ontario in support of major capital
projects. These efforts enabled meaningful, direct dialogue with more than 6,600 stakeholders in support of our work.
•
Together, these initiatives reflect Hydro One’s commitment to energizing life across Ontario. As we look ahead to 2026 and beyond, we will continue to invest in partnerships and programs that seek to create opportunities, strengthen
communities and build a sustainable future for all.
|
|
|
Indigenous Peoples
|
|
|
•
We continued to implement our corporate Indigenous Relations Policy to guide our efforts to be a trusted partner to Indigenous communities and support meaningful economic reconciliation.
•
To improve reliability and ensure adequate power to support community development, Hydro One has invested in expanding three-phase power distribution infrastructure to additional First Nation communities. These investments will
enable the development of critical First Nation community infrastructure such as housing, water and wastewater treatment, and other essential facilities.
•
We continued our journey to meaningful partnerships and economic reconciliation with Indigenous communities through the ongoing implementation of the First Nations Equity Partnership model across our growing portfolio of transmission
line projects. The model helps ensure collaboration on project development and offers 50% equity in all new transmission line projects (exceeding $100 million in value) to proximate First Nations. In 2025, we commenced construction of
the St. Clair Transmission Line and construction continued on the Waasigan Transmission Line, which represent the next two projects to advance through the model.
•
In 2026, we completed the final buy-ins for the first 50% First Nation equity investment on the Chatham x Lakeshore Transmission Line.
•
Hydro One remains committed to increasing our Indigenous spend to 5% of all our sourceable procurement by 2026.
•
As part of our community investment program, we are committed to ensuring that 20% of our corporate donations and sponsorships support Indigenous communities.
|
|
|
|
|
|
|
|
|
|
|
|
|
We are committed to
keeping our shareholders apprised of our corporate governance practices. The mandates for the board and each of its committees and other important governance-related materials, including our corporate governance guidelines and policies,
are available in the corporate governance section of our website at: https://www.hydroone.com/about/corporate-information/governance.
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 53
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|||
|
|
Audit Committee:
|
|||
|
|
Committee Members:
Helga Reidel (Chair)
David Hay
Stacey Mowbray
Mitch Panciuk
The committee met in camera without management at each of its meetings.
|
|
|
Committee Membership:
The Audit Committee must consist of at least three directors, all of whom must be independent and “financially literate” (within the meaning of applicable requirements or guidelines for audit committee service under securities laws or
the rules of any applicable stock exchange, including National Instrument 52-110 – Audit Committees).
At least one member of
the Audit Committee must qualify as an “audit committee financial expert” as defined by the applicable rules of the United States Securities and Exchange Commission. Each member of the audit committee qualifies as an audit committee
financial expert.
Duties and Responsibilities include overseeing:
•
the external audit process and the independence, qualification, appointment, performance and compensation of the external auditors;
•
the internal audit, accounting, accounting controls and finance processes, including the work and performance of the internal finance, accounting and audit functions;
•
the integrity of the company’s financial statements and financial reporting processes, including the audit process and the company’s internal control over financial reporting and disclosure controls
and procedures;
•
the company’s compliance with the applicable legal and regulatory requirements relating to accounting, auditing and internal control matters, including the procedures for managing the key risks
associated with and any complaints relating to accounting, internal accounting controls or auditing matters; and
•
the adequacy and quality of the company’s cyber security and information technology systems, policies and programs.
|
|
|
|
|
|
|
|
54 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|||
|
|
Audit Committee: (continued)
|
|
|||
|
|
|
|
|
2025 Accomplishments and Highlights include:
•
Reviewed:
–
the external auditors’ report on interim and annual financial statements;
–
the annual assessment and evaluation of the external auditors;
–
internal audit and financial control assurance quarterly reports;
–
IT technology delivery and cyber security update reports;
–
financing and tax updates;
–
enterprise risk management updates;
–
the company’s insurance program;
–
the Corporate Disclosure Policy and compliance report;
–
reports on risks related to the committee’s mandate, including technology project delivery, cybersecurity, and supply chain risks;
–
Internal Audit Charter; and
–
the annual business expense report for the President and CEO and their direct reports.
•
Reviewed and approved:
–
Policy for Hiring Employees and Former Employees of the External Auditor;
–
Delegation and Exercise of Authority Policy;
–
the internal auditor’s annual audit plan;
–
KPMG audit and non-audit fees and services; and
–
the 2026 audit committee work plan.
•
Reviewed and recommended to the board for approval:
–
the appointment of the external auditor;
–
the quarterly and annual financial statements and the disclosure contained in management’s discussion and analysis;
–
the 2024 annual report;
–
annual information form and form 40-F disclosure of aggregate fees billed by KPMG LLP; and
–
renewal of medium-term note program shelf prospectus, Hydro One Limited universal base shelf prospectus, and Hydro One Holdings Limited US debt shelf prospectus.
Recognizing the
importance of independent dialogue, the Audit Committee meets with the head of the company’s internal audit function and the external auditors in separate in camera executive sessions during each of its quarterly meetings to discuss any
matters that the Audit Committee or any of these groups believes should be discussed. The Audit Committee also met in camera with the CFRO during each of its quarterly meetings.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 55
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|||
|
|
|
||||
|
|
Stacey Mowbray (Chair)
Mark Podlasly
Helga Reidel
The committee met
in camera without management present at each of its
meetings.
|
|
|
Committee Membership: The
HRC must consist of at least three directors, all of whom must be independent.
Duties and Responsibilities include overseeing:
•
the effectiveness of the company’s human capital and human resources strategy, policies, programs and procedures;
•
equity, diversity and inclusion strategy, policies and practices;
•
labour relations strategy;
•
compensation policies, programs and plans of the company designed to attract, retain and develop executives and employees with the skills and expertise needed for the company to carry out its
strategies, business and operations, including retaining external consultants and advisors to receive independent and objective advice on these policies, programs and plans;
•
compensation of the President and CEO and the Designated Employees;
•
matters relating to succession planning of the company’s President and CEO and the Designated Employees; and
•
the company’s policies and programs to promote a culture of integrity and responsible stewardship, including through its oversight of the Code of Business Conduct and the Whistleblower Policy, and
related practices and procedures.
|
|
|
|
|
|
|
2025 Accomplishments and Highlights include:
•
Reviewed:
–
trends in executive compensation;
–
compensation consultant assessment;
–
updates on reward matters;
–
enterprise risk management updates;
–
updates on the company’s People Strategy including effectiveness metrics;
–
updates on talent management and succession planning;
–
updates on labour matters;
–
workforce planning updates;
–
updates on diversity and inclusion matters;
–
quarterly Code of Business Conduct and Ethics Office updates and Whistleblower Policy updates;
–
President and CEO year-end performance assessment process;
–
2025 individual performance scorecards for the Designated Employees;
–
executive share ownership holdings against requirements;
–
employee engagement survey results;
–
performance reports for both the defined benefit pension plan (DBPP) and defined contribution
pension plan (DCPP);
–
the 2025 HRC work plan; and
–
compensation discussion and analysis section of the 2025 management information circular.
•
Reviewed and approved:
– 2024 short-term incentive plan (STIP) individual performance multiplier for management, and
non-represented employees and Designated Employees;
–
2024 Defined Benefit Pension Plan (DBPP) and DCPP year-end financial statements, DBPP
investment and funding objectives, statement of investment policies and procedures and asset mix recommendation, and Funding Policy;
|
|
|
|
|
|
|
|
|
|
56 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|||
|
|
|
||||
|
|
|
|
|
– 2025 compensation for Designated Employees;
–
the 2026 HRC work plan;
–
2026 peer group;
–
EVP compensation structure;
–
amendments to the Hydro One Supplemental Defined Contribution Plan;
–
labour matters; and
–
2024 STIP individual performance multiplier for Designated Employees.
•
Reviewed and recommended to the board for approval:
–
the President and CEO succession plan;
–
2024 STIP corporate scorecard performance multiplier;
–
2025 Power Workers’ Union and Society of United Professionals share grants;
–
2025 STIP Team Scorecard;
–
2025 long-term term incentive plan (LTIP) measures and targets;
–
2025 LTIP grants including the Designated Employees and the President and CEO;
–
2025 LTIP grants for Designated Employees;
–
President and CEO Performance against Individual Scorecard;
–
2026 STIP scorecard & LTIP measures;
–
2026 management merit budget;
–
Compensation Recoupment Policy;
–
changes to STIP and LTIP design; and
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
Governance and Regulatory Committee:
|
|
|||
|
|
Committee Members:
Susan Wolburgh Jenah (Chair)
Brian Vaasjo
Michael Rencheck
The committee met in camera without management at
each of its meetings.
|
|
|
Committee Membership: The
GRC must consist of at least three directors, all of whom must be independent.
Duties and Responsibilities include overseeing:
•
the board’s approach to corporate governance generally, including its standards, practices, policies and procedures;
•
the company’s relationship with the Province under the Governance Agreement, including overseeing the composition of the board and the processes for identifying and nominating directors to the board
as set out in the Governance Agreement;
•
director orientation and continuing education programs and practices, the board performance and evaluation process and chair of the board and committee chair succession;
•
recommendations to the board, director compensation and director protection programs, including material changes to directors’ and officers’ insurance and indemnification;
•
regulatory matters and public policy initiatives impacting the company and the company’s relationship with regulators, including the OEB;
•
the company’s corporate affairs strategy and activities; and
•
the relationship between the board and the company’s independent Ombudsman.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 57
|
|
|
|
|
|
|
|
|
CORPORATE GOVERNANCE
|
|
|
|
|
|
|
|
|
|
|||
|
|
Governance and Regulatory Committee: (continued)
|
|
|||
|
|
|
|
|
2025 Accomplishments and Highlights include:
•
Reviewed:
–
director nomination process;
–
reports on external director positions held by directors;
–
reports on risks related to the committee’s mandate;
–
enterprise risk management updates;
–
quarterly reports from the company’s Ombudsman;
–
annual report from the company’s Ombudsman;
–
quarterly regulatory affairs and corporate affairs updates;
–
the 2025 GRC work plan;
–
the 2024 directors’ expenses;
–
Corporate Governance Guidelines;
–
Executive Share Ownership Guidelines and Anti-Hedging Policy;
–
updates on directors recruitment, onboarding and orientation;
–
board education list;
–
stakeholder engagement; and
–
overview of the 2025 ISS and Glass Lewis proxy advisory reports.
|
|
|
|
|
|
|
•
Reviewed and approved:
–
2025 scorecard for the company’s Ombudsman;
–
Ombudsman’s 2026 budget;
–
2025 board evaluation process;
–
board evaluation results;
–
2026 GRC work plan; and
–
director nominations for 2025.
•
Reviewed and recommended to the board for approval:
–
the company’s Ombudsman’s performance and compensation;
–
Ombudsman’s mandate and terms of reference;
–
date of annual meeting of shareholders, the record date and notice-and-access;
–
Corporate Governance section of the 2025 management information circular;
–
2026 board work plan;
–
the board effectiveness action plan;
–
change in directors’ compensation;
–
the committee membership structure;
–
Board Diversity Policy;
–
Skills Matrix; and
–
Director Orientation and Continuing Education Program.
|
|
|
|
|
|
|
|
|
|
58 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|||
|
|
Indigenous Peoples, Safety & Operations Committee:
|
|
|||
|
|
Committee Members:
Brian Vaasjo (Chair)
David Hay
Mitch Panciuk
Mark Podlasly
Susan Wolburgh Jenah
The committee met in camera without management at each
of its meetings.
|
|
|
Committee Membership: The
IPSO Committee must consist of at least three directors, all of whom must be independent.
Duties and Responsibilities include overseeing:
•
the environmental strategies, policies and programs of the company;
•
ensuring the maintenance of effective public and occupational safety strategies and programs consistent with the company’s priority to be the safest utility;
•
the company’s approach, framework and programs and policies for partnerships, accommodation and other significant relationships and engagement with Indigenous Peoples communities;
•
the company’s approach to enriching the customer experience; and
•
significant or strategic operational activities of the company, including major capital projects/programs and strategic or long-term investments.
2025 Accomplishments and Highlights include:
•
Reviewed:
–
quarterly reports on Indigenous relations, public and occupational health and safety, reliability, the company’s work program, productivity, personnel and physical security;
–
quarterly reports on operations and major projects;
–
quarterly report on internal audit matters;
–
capital portfolio health and distribution work program and operations updates;
–
enterprise risk management updates;
–
environmental operations and risk management;
–
the 2025 IPSO Committee work plan;
–
reports on emerging risks related to the company’s operations;
–
IPSO Policies (Health & Safety, Public Safety, Indigenous Relations, and Environmental Policy);
–
a report on the ice storm of 2025; and
–
Safety Plan 2026-2030.
•
Reviewed and approved:
–
the 2026 IPSO Committee work plan.
•
Reviewed and recommended to the board for approval:
–
work program business cases;
–
Statement Against Modern Slavery; and
–
2026-2032 Asset Investment Plan.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 59
|
|
|
|
|
|
|
|
|
3
Executive
Compensation
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
Section
|
|
|
See page
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
60 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 61
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Name
|
|
|
Title
|
|
|
|
David Lebeter
|
|
|
President and Chief Executive Officer (President and CEO)
|
|
|
|
Harry Taylor
|
|
|
Executive Vice President (EVP), Chief Financial and
Regulatory Officer
|
|
|
|
Megan Telford
|
|
|
Chief Operating Officer
|
|
|
|
Renée McKenzie
|
|
|
EVP, Digital and Technology Solutions
|
|
|
|
Teri French
|
|
|
EVP, Safety, Operations and Customer Experience
|
|
|
|
|
|
|
|
|

|
62 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 63
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
In accordance with Hydro One’s corporate governance
guidelines, the company will hold an advisory vote on the approach to executive compensation (say on pay). The purpose of a say on pay vote is to obtain shareholder input on executive compensation
at each annual meeting. Please refer to further details on page 5.
|
|
|
2025 Say on Pay voting results
98.98% For Vote
|
|
|
|
|
|
|
Sincerely,
|
|
|
|
|
|
|||
![]() Stacey Mowbray
Chair of the Human Resources Committee
|
|
|
![]() |
|
64 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Principle
|
|
|
Objective
|
|
|
|
Performance- oriented
|
|
|
To provide pay-for-perfomance and align performance objectives to strategy and core values over
both the short- and long-term horizons to reinforce our strategic business objectives and a performance-oriented culture
|
|
|
|
Long-term focus
|
|
|
To reward sustainable growth that supports long-term value creation for shareholders and
customers
|
|
|
|
Market competitive
|
|
|
To attract and retain high-performing employees with market-aligned compensation
|
|
|
|
Individual accountability
|
|
|
To foster a culture of individual ownership and accountability, while encouraging teamwork
|
|
|
|
Balanced approach to risk
|
|
|
To support an appropriate level of risk-taking that balances short- and long-term company
objectives
|
|
|
|
Shared responsibility
|
|
|
To require employees to share the risks and responsibilities for their current and future needs
|
|
|
|
Simple and integrated
|
|
|
To provide programs that are simple to understand and administer and communicate the integrated
value of monetary and non-monetary rewards
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
What Hydro One Does
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
Performance-based vesting
|
|
|
|
![]() |
|
|
Option to defer STIP payments into a DSU to incentivize ownership
|
|
|
|
![]() |
|
|
Align pay to shareholder returns (see page 62)
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 65
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
![]() |
|
|
What Hydro One Does
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
|
|
|
|
![]() |
|
|
Forfeiture and clawbacks (see page 68)
|
|
|
|
![]() |
|
|
Incentive Compensation Adjustments – Principles and Practices establish
specific conditions under which the board may apply discretion (see page 68)
|
|
|
|
![]() |
|
|
Fixed limits on the number of shares that can be issued under the equity plans (see pages 91 and 94)
|
|
|
|
![]() |
|
|
What Hydro One Does Not Do
|
|
|
|
![]() |
|
|
No hedging (see page 67)
|
|
|
|
![]() |
|
|
No loans to executives
|
|
|
|
![]() |
|
|
No reloading of Options or evergreen Option plan limits
|
|
|
|
![]() |
|
|
No repricing of Stock Options
|
|
|
|
![]() |
|
|
|
|
|
|
|
|
|
|
|
|
•
|
human resources experience (experience with benefit, pension and compensation programs, particularly executive compensation);
|
|
•
|
risk management experience (knowledge and experience with internal risk controls, risk assessments and reporting as it pertains to
executive compensation); and
|
|
•
|
executive leadership experience (experience as a senior executive/officer of a publicly listed company or major organization).
|
|
66 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
||||||
|
|
Compensation Advisor
|
|
|
Professional Service Fees (CAD)
|
|
||||||
|
|
Year
|
|
|
Executive
Compensation-
Related Fees ($)
|
|
|
All Other Fees(1) ($)
|
|
|||
|
|
Mercer (Canada) Limited
|
|
|
2025
|
|
|
71,028
|
|
|
60,415
|
|
|
|
|
|
|
2024
|
|
|
72,631
|
|
|
N/A
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
In 2025, Mercer provided specific market compensation benchmarking analysis in the form of a custom compensation survey directed
by the Ontario Energy Board (OEB) for purposes of our joint (distribution and transmission) rate application filing before the OEB. This analysis is not related to executive compensation. While the
HRC is not required to approve work related to the OEB benchmarking study prior to completion, the work is completed by a separate Mercer consultant distinct from the one providing advice to the HRC. No fees other than for executive
compensation or related matters were charged by the independent consultant in either 2024 or 2025 for work requested by the HRC or board.
|
|
|
|
|
|
|
|
|||
|
|
Practice
|
|
|
Description
|
|
|||
|
|
Anti-Hedging
|
|
|
Executives are prohibited from engaging in transactions that are designed to
hedge, offset or otherwise reduce or limit their economic risk, including with respect to a decrease in market value of equity securities of the company granted as compensation, or held, directly or indirectly, by such individuals, or
from otherwise undermining their alignment with shareholder interests.
Prohibited transactions include hedging strategies, equity monetization
transactions, transactions using short sales, put options, call options, exchange contracts, derivatives and other types of financial instruments (including, but not limited to, prepaid variable forward contracts, equity swaps, collars
and exchange funds), and the pledging or granting of any other security interest in equity securities of the company as security for any loan where recourse is limited to the pledged security.
|
|
|||
|
|
Trading Restrictions
|
|
|
Executives, directors and employees are prohibited from trading Hydro One
securities during our trading blackout period, and at any other time when they possess undisclosed material information.
|
|
|||
|
|
|
|
|
|
|
|||
|
Hydro One Limited | 2026 Management Information Circular 67
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
Practice
|
|
|
Description
|
|
|||
|
|
Clawbacks
|
|
|
Executives may be required to forfeit outstanding incentive awards and repay
incentive compensation that has already been paid if, among other things, there is wrongdoing, misconduct, a material misstatement of Hydro One’s financial results, an error in any financial or operating measure used to determine
incentive compensation amounts, or as may be required by applicable laws, stock exchange rules or other regulatory requirements. This applies to cash bonuses, Options, PSUs, RSUs, other equity-based compensation and performance
cash-settled LTIP awards, whether vested or unvested, including those which have been paid or settled.
Hydro One’s clawback policy (Recoupment
Policy) complies with the requirements of the Securities Exchange Act of 1934 and the listing standards of the New York Stock Exchange. In the event of an accounting restatement and except in very narrow circumstances, Hydro One
will be required to recover certain incentive-based compensation paid to certain executive officers on or after October 2, 2023 to the extent such incentive-based compensation was paid on the basis of financial results in respect of any
of Hydro One’s three most recently completed fiscal years preceding the restatement.
The Recoupment Policy continues to apply in all other cases and applies to a
broader group of employees of Hydro One and its subsidiaries. In addition, the broader clawback policy: (i) permits the board to exercise its discretion in determining whether to recoup the incentive compensation; (ii) applies to a wider
range of compensation and circumstances; and (iii) only recoups the after-tax amounts. In the event that both the Recoupment Policy and the pre-existing clawback policy apply, amounts recovered under one policy shall be credited to the
amount that is subject to recovery under the other policy, such that there should not be any duplicative recovery.
|
|
|||
|
|
Practices
|
|
|
Hydro One sets targets that are challenging, yet fair, and considers our
strategy and business plan without encouraging excessive risk-taking. However, exceptional circumstances outside of management’s control may occur.
The HRC has established principles and practices for incentive compensation
adjustments. The purpose of these principles and practices is to provide clarity on the circumstances and process for considering any such exceptions.
No such adjustments occurred in 2025.
|
|
|||
|
|
Guidelines
|
|
|
We require our executives to own Hydro One shares so they have a vested
interest in our future success and align their interests with Hydro One’s shareholders. Our share ownership guidelines are based on the level or position of the employee. Our executives can count directly-owned shares or beneficial
ownership of the company’s common shares (the management Employee Share Ownership Plan, personal holdings and vested shares), management DSUs, RSUs and 50% of PSUs toward their ownership guidelines.
|
|
|||
|
|
|
|
|
Individuals have until the fifth anniversary of the later of their start
date, promotion to a level with a higher share ownership requirement, or the date they became subject to the guidelines to meet their applicable share ownership requirement. If an executive has not met their requirement by the compliance
deadline, they must receive some or all their STIP award in management DSUs and/or apply at least 25% of the net after-tax benefit realized by the settlement of any LTIP award to purchase Hydro One common shares.
Annually, the HRC reviews compliance of our executives with our share
ownership guidelines.
|
|
|||
|
|
|
|
|
|
||||
|
|
President and CEO
|
|
|
5x
|
|
|||
|
|
EVP or equivalent
|
|
|
3x
|
|
|||
|
|
SVP or equivalent
|
|
|
2x
|
|
|||
|
|
VP or equivalent
|
|
|
1x
|
|
|||
|
|
Post-retirement
Equity
Commitment
|
|
|
Our executives must generally maintain their ownership level as of the date
of retirement for 24 months (in the case of the President and CEO) or 12 months (in the case of other executives).
|
|
|||
|
|
|
|
|
|
|
|||
|
68 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||||||||||||||
|
|
|
|
|
Share Ownership
Requirement
|
|
|
Value of Holdings ($)
|
|
|
|
|
|
Compliance Status Share
Ownership Guidelines
|
|
|||||||||||||||
|
|
NEO
|
|
|
Multiple
of Salary
|
|
|
Value ($)
|
|
|
Common
Shares(1)
|
|
|
RSUs(1)
|
|
|
50% of
PSUs(1)
|
|
|
DSUs(1),(2)
|
|
|
Total
Value of
Holdings ($)
|
|
|
Ownership
Level as
Multiple of
Salary
|
|
|
Compliance
Deadline
|
|
|
|
David Lebeter
|
|
|
5.0x
|
|
|
3,800,000
|
|
|
380,999
|
|
|
0
|
|
|
3,535,160
|
|
|
789,884
|
|
|
4,706,043
|
|
|
6.2x
|
|
|
Met
|
|
|
|
Harry Taylor
|
|
|
3.0x
|
|
|
1,474,875
|
|
|
46,949
|
|
|
0
|
|
|
939,975
|
|
|
0
|
|
|
986,924
|
|
|
2.0x
|
|
|
June 10, 2029
|
|
|
|
Megan Telford
|
|
|
3.0x
|
|
|
1,505,925
|
|
|
270,535
|
|
|
0
|
|
|
1,493,471
|
|
|
61,568
|
|
|
1,825,573
|
|
|
3.6x
|
|
|
Met
|
|
|
|
Renée McKenzie
|
|
|
3.0x
|
|
|
1,319,625
|
|
|
40,123
|
|
|
0
|
|
|
736,597
|
|
|
0
|
|
|
776,720
|
|
|
1.8x
|
|
|
March 25, 2029
|
|
|
|
Teri French
|
|
|
3.0x
|
|
|
1,123,500
|
|
|
122,931
|
|
|
0
|
|
|
801,150
|
|
|
270,838
|
|
|
1,194,918
|
|
|
3.2x
|
|
|
Met
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Under the Share Ownership Guidelines, the value of the executive’s holdings is based on the higher of: (1) the acquisition/grant
price per share of the common shares on date of grant or purchase, and (2) the share price on December 31, 2025.
|
|
2.
|
DSUs do not include management DSUs granted in 2026 in respect of the 2025 STIP.
|
|
Hydro One Limited | 2026 Management Information Circular 69
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Management
|
|
|
Human Resources
Committee
|
|
|
Independent
Compensation
Advisors
|
|
|
Board
|
|
|
|
Design of
Compensation Program and
Principles
|
|
|
Designs and
recommends compensation program and principles to the HRC
|
|
|
Reviews and, where appropriate, revises and recommends the compensation program and principles
to the board for approval
|
|
|
Provides input based on best practice to the HRC
|
|
|
Approves compensation program and principles including any material changes
|
|
|
|
Choice of Performance Measures and Annual Targets
|
|
|
Develops annual company objectives aligned with the strategy and incentive plan performance
measures, including weighting and targets
|
|
|
Reviews and, where appropriate, revises and recommends the incentive plan performance measures
and targets to the board for approval
|
|
|
Provides input to the HRC based on market practice
|
|
|
Approves performance measures and targets
|
|
|
|
Set Targets for Executive Compensation
|
|
|
Develops and recommends to the HRC target compensation and variable pay for executives
|
|
|
Recommends the President and CEO’s target compensation to the board for approval
Reviews and approves target compensation for ELT direct reports to the President and CEO
|
|
|
Assists the HRC in reviewing target compensation
|
|
|
Approves the President and CEO’s target compensation
|
|
|
|
Assess Company Performance
|
|
|
Recommends corporate performance results to the HRC supported by an independent audit
|
|
|
Reviews and, where appropriate, adjusts corporate performance results and recommends to the
board for approval
|
|
|
Supports the HRC in reviewing performance results and identifies areas where adjustments should
be considered
|
|
|
Approves the performance results
|
|
|
|
Assess Individual Performance
|
|
|
The President and CEO assesses performance of direct reports and recommends compensation
decisions to the HRC
|
|
|
Assesses the President and CEO’s performance and recommends same to the board
Reviews and approves performance of the President and CEO’s ELT direct reports
|
|
|
|
|
|
Approves the President and CEO’s performance results
|
|
|
|
Award Compensation
|
|
|
The President and CEO recommends compensation for the President and CEO’s ELT direct reports
|
|
|
Recommends the President and CEO’s compensation to the board for approval
Reviews, finalizes and approves compensation for the President and CEO’s ELT direct reports
|
|
|
Provides analysis to support compensation decision-making where applicable
|
|
|
Approves compensation for the President and CEO
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
70 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
•
|
Hydro One’s core business as Ontario’s largest electricity transmission and distribution provider;
|
|
•
|
the unique dynamic of Hydro One’s ownership structure, recognizing the complexity of its status as a publicly-traded company with
significant investment by the Province of Ontario;
|
|
•
|
the particular considerations associated with highly regulated organizations having large societal impact; and
|
|
•
|
the limited number of comparable electricity transmission and distribution service providers in Canada.
|
|
|
|
|
|
|
|
|
|
Publicly Traded Sector Peers
|
|
|
Public Sector Peers
|
|
|
|
Algonquin Power & Utilities Corp.
|
|
|
British Columbia Hydro and Power Authority
|
|
|
|
AltaGas Ltd.
|
|
|
Hydro-Québec
|
|
|
|
Ameren Corporation
|
|
|
Oglethorpe Power
|
|
|
|
ATCO Ltd.
|
|
|
Ontario Power Generation Inc.
|
|
|
|
Emera Incorporated
|
|
|
Santee Cooper
|
|
|
|
Evergy, Inc.
|
|
|
|
|
|
|
Fortis Inc.
|
|
|
|
|
|
|
Gibson Energy Inc.
|
|
|
|
|
|
|
Keyera Corp.
|
|
|
|
|
|
|
Pembina Pipeline Corporation
|
|
|
|
|
|
|
TransAlta Corporation
|
|
|
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 71
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|

|
1.
|
Peer information included in this chart was prepared by Hydro One using data from S&P Capital IQ and public disclosure.
|
|
2.
|
Total assets and total revenues are calculated using data for the most recently reported 12-month period ending December 31,
2025, and market capitalization and total enterprise value are calculated as at December 31, 2025.
|
|
3.
|
The market capitalization of Hydro One was approximately $32.8 billion and its total enterprise value was approximately
$51.3 billion as at December 31, 2025.
|
|
4.
|
Market capitalization is calculated based on the number of common shares outstanding multiplied by the closing share price and
total enterprise value is calculated based on market capitalization plus net debt. Public sector organizations are excluded from these statistics as market capitalization and total enterprise value cannot be calculated.
|
|
•
|
Corporate scorecard: We are changing how we measure our success in meeting our customers’
expectations by replacing overall favourable impression with overall customer satisfaction and overall brand impression, as they better reflect our broader customer segment. We are changing our weighting within the customer measure to
increase the weighting on reliability, an operational metric that has a critical impact on our customers’ experience. We are also enhancing our productivity measure to include corporate transformational savings initiatives to promote a
culture of productivity, efficiency and transformation at Hydro One.
|
|
•
|
STIP maximum: We are increasing the maximum STIP payout opportunity for the President and
CEO and EVPs from 110% to 125% of target, reflecting competitive market positioning and internal equity, and reinforcing pay-for-performance alignment. The maximum payout for all other employees remains at 150%.
|
|
•
|
LTIP vesting period: We are updating the vesting period for PSUs from four years to three
years on a go-forward basis to align with market best practice and enhance our ability to attract high-calibre talent.
|
|
•
|
LTIP award mix: For the President and CEO and EVPs, we are changing the annual LTIP award
mix from 100% PSUs to 75% PSUs and 25% RSUs. This adjustment introduces a retention element while maintaining a strong performance focus and aligning with the market.
|
|
•
|
Market price calculation: We are adopting a 20-day volume-weighted average trading price
for determining the number of PSUs, RSUs and management DSUs awarded to align with market practice and mitigate price volatility in award valuations.
|
|
72 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Component
|
|
|
Form
|
|
|
Objectives
|
|
|
|
Fixed
|
|
|
Base Salary
|
|
|
Cash
|
|
|
•
Attract and retain highly qualified and experienced executives
•
Provide a predictable and steady income
|
|
|
|
|
|
|
Pension
|
|
|
Defined Contribution Pension Plan (DCPP)
Supplemental Executive Retirement Plan
(DC Supplemental)
|
|
|
•
Provide market-competitive, sustainable retirement arrangements to attract and retain talent
|
|
|
|
|
|
|
Benefits
|
|
|
Group health, life, disability benefits, and executive well-being allowance
|
|
|
•
Indirect and cash compensation to assist employees in covering select life events and promoting health and wellness
|
|
|
|
Variable
|
|
|
Short-term Incentive
|
|
|
Cash – executives can choose to receive some or all in the form of management DSUs
|
|
|
•
Motivate and reward achievement of annual business performance objectives
•
Align individual performance and rewards with corporate objectives
|
|
|
|
|
|
|
Long-term Incentive
|
|
|
Equity-settled and 100% performance-based
|
|
|
•
Motivate and align executives with long-term strategy and shareholders’ interests
•
Encourage sustained long-term performance
•
Balance short- and long-term results focus
|
|
|
|
|
|
|
Management Employee Share Ownership Plan (Management
ESOP)
|
|
|
Market-purchased shares acquired up to a maximum of 6% of base salary with a 50% company match up
to a maximum of $25,000 per year
|
|
|
•
Encourage share ownership and increase alignment with shareholders’ interests
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 73
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|

|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Named Executive
Officer
|
|
|
2024
Base Salary
($)
|
|
|
2025
Base Salary
($)
|
|
|
% Change
|
|
|
|
David Lebeter
|
|
|
700,000
|
|
|
760,000
|
|
|
8.6
|
|
|
|
Harry Taylor
|
|
|
475,000
|
|
|
491,625
|
|
|
3.5
|
|
|
|
Megan Telford
|
|
|
485,000
|
|
|
501,975
|
|
|
3.5
|
|
|
|
Renée McKenzie
|
|
|
425,000
|
|
|
439,875
|
|
|
3.5
|
|
|
|
Teri French
|
|
|
350,000
|
|
|
374,500
|
|
|
7.0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
It is important to note that compensation paid to the
President and CEO and ELT is funded entirely from the company’s earnings, and is not recovered through rates or paid by customers.
|
|
|
|
|
|
|
•
|
provide market competitive at-risk pay necessary to attract, motivate and retain non-union employees, including executives;
|
|
74 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
•
|
reinforce strategic business objectives and a performance-oriented culture with significant elements of at-risk compensation;
|
|
•
|
focus participants on the drivers of value creation; and
|
|
•
|
reward participants for achievement of annual corporate and individual performance goals.
|

|
|
|
|
|
|
|
|
|
Elements of
the Short-term
Incentive Plan
|
|
|
Impact on Award
|
|
|
|
How the Award is
Determined
|
|
|
The amount of the award is a function of the executive’s incentive target,
corporate performance and individual performance.
For NEOs, awards are weighted 80% on achievement of corporate goals and 20%
on achievement of individual goals.
|
|
|
|
Corporate
Performance
|
|
|
Corporate performance is based on financial and non-financial measures,
which seek to align corporate performance with the company’s strategy as detailed in the corporate scorecard.
|
|
|
|
Individual
Performance
|
|
|
Individual performance is assessed based on the achievement of
corporate-aligned performance objectives, with a focus on delivering differentiated rewards to top performers. See the current NEO’s key accomplishments starting on page 78.
|
|
|
|
|
|
Awards may range from 0% to 110% of target for the President and CEO and
EVPs, and from 0% to 150% of target for employees who hold an SVP level role (and below), based on corporate and individual performance.
|
|
|
|
|
Human
Resources
Committee/Board Judgment
|
|
|
The HRC considers whether adjustments are necessary or appropriate to
reflect unusual or unanticipated events occurring during the performance period and recommends the overall STIP performance multiplier to the board for approval using informed judgment to ensure that compensation reflects the actual
performance of the business.
|
|
|
|
Payout
|
|
|
The payout may be in cash or, at the option of an eligible executive, in
management DSUs. Management DSUs are fully vested notional shares and accrue dividend equivalents when dividends are paid on the common shares, and are redeemable for cash at the prevailing market price of the common shares upon
settlement after the executive ceases to be employed by the company.
|
|
|
|
Forfeiture and Clawbacks
|
|
|
Amounts can be forfeited or clawed back under certain conditions.
Specifically, an executive’s STIP may be required to be repaid in situations where it later becomes clear that the performance metrics used to determine payout were not achieved, or in the event of a restatement of the company’s earnings
(or other company-specific results) that significantly reduces shareholder value. If the Recoupment Policy applies, the clawback will be mandatory except in very narrow circumstances.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 75
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
|
|
|
|
|
|
○
|
|
|
|
|
|
|
Meets or Exceeds Target
|
|
|
Below Target
|
|
|
Below Threshold
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
Metric
|
|
|
Weight
|
|
|
Threshold
(50% payout)
|
|
|
Target
(100% payout)
|
|
|
Exceeds
(150% payout)
|
|
|
Actual
Performance
|
|
|
Percentage
Achievement
|
|
|
Commentary
|
|
|||
|
|
Health & Safety
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||||
|
|
High-Energy Serious Injury and Fatality Rate* Incidents per 200,000 hours
|
|
|
20%
|
|
|
0.024
|
|
|
0.012
|
|
|
0.000
|
|
|
0.000
|
|
|
150.00%
|
|
|
•
|
|
|
Zero high-energy serious injuries (HSIF)
have been sustained since April 2024. As a result, the year-end HSIF rate was 0.00 per 200,000 hours worked. This marks the longest period in the last 10 years that Hydro One has maintained a zero HSIF rate and is the first time in two
years that we have achieved this, a clear indication that we are progressing toward eliminating serious and life-altering injuries.
|
|
|
|
Sustainability
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sustainability Index**
Women Executives Representation, Conversion of fleet of sedans and SUVs to
EVs or hybrids, Indigenous Procurement Spend
|
|
|
5%
|
|
|
50%
|
|
|
100%
|
|
|
150%
|
|
|
Above
exceeds for
all underlying
measures
|
|
|
150.00%
|
|
|
•
|
|
|
Representation of women executives ended the year at 46.4%, 4.4% above our
target, demonstrating our strong commitment to advancing women in leadership. At the end of 2025, 57.3% of our fleet of sedans and SUVs had been converted to EVs or hybrids, which is 3.2% above target. Indigenous procurement spend was
7.1% of purchased materials and services, which is above the target of 5.5%.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
76 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||||
|
|
Metric
|
|
|
Weight
|
|
|
Threshold
(50% payout)
|
|
|
Target
(100% payout)
|
|
|
Exceeds
(150% payout)
|
|
|
Actual
Performance
|
|
|
Percentage
Achievement
|
|
|
Commentary
|
|
|||
|
|
Customer
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Overall Favourable Impression
|
|
|
15%
|
|
|
79%
|
|
|
84%
|
|
|
88%
|
|
|
87%
|
|
|
125.00%
|
|
|
•
|
|
|
The year-end overall favourable impression score for residential and small
business customers was 87%, which is above target.
|
|
|
|
Transmission (Tx) Reliability
Minutes per Delivery Point (SAIDI)
|
|
|
5%
|
|
|
8.3
|
|
|
7.2
|
|
|
4.9
|
|
|
8.3
|
|
|
50.00%
|
|
|
|
|
|
Transmission reliability System Average Interruption Duration Index (SAIDI) year-end performance of 8.3 missed our corporate target of 7.2.
Hydro One continues to focus on post-event support to drive consistency and
increase awareness across the business to improve execution.
|
|
|
|
Distribution (Dx) Reliability
Hours per Customer (SAIDI)
|
|
|
5%
|
|
|
7.3
|
|
|
6.3
|
|
|
6.1
|
|
|
8.2
|
|
|
0.00%
|
|
|
○
|
|
|
Distribution reliability SAIDI year-end performance was 8.2 hours, which is
1.9 hours below the target of 6.3 hours, with 15 days excluded under the major event criteria. Performance was below target primarily due to a series of storms throughout the year.
|
|
|
|
Financial
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
|
|
|
|
Net Income to Common Shareholders ($M)
|
|
|
30%
|
|
|
$1,171
|
|
|
$1,237
|
|
|
$1,303
|
|
|
$1,339
|
|
|
150.00%
|
|
|
•
|
|
|
Net income of $1,339 million was $102 million, or 8% higher than target.
|
|
|
|
Productivity Savings ($M)
|
|
|
10%
|
|
|
$165.3
|
|
|
$194.5
|
|
|
$213.9
|
|
|
$254.3
|
|
|
150.00%
|
|
|
•
|
|
|
Productivity year-end achievement of $254.3 million was 31% ahead of target,
primarily driven by operational efficiencies.
|
|
|
|
Work Program
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
In-Service Additions Index**
Transmission ISA, Distribution ISA, Affiliate Transmission Partnership
Projects
|
|
|
10%
|
|
|
50%
|
|
|
100%
|
|
|
150%
|
|
|
Above
exceeds for
Tx ISA, below
threshold
for Dx ISA
and Affiliate
Transmission
Partnership
Projects
|
|
|
67.50%
|
|
|
|
|
|
Transmission year-end in-service additions exceeded budget by 32% primarily
due to schedule advancement of the Bruce A 500 kV Switchyard Replacement project.
Distribution year-end in-service additions were 10% below budget.
Affiliate Transmission Partnership (ATP)
and Externally Driven Work (EDW) year-end in-service additions exceeded budget by 10% due to IESO directed advancement of work.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total
|
|
|
125.50%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
*
|
|
**
|
|
Hydro One Limited | 2026 Management Information Circular 77
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Named
Executive Officer
|
|
|
Key Accomplishments
|
|
|
|
David Lebeter
President and
CEO
|
|
|
As the President and CEO, Mr. Lebeter is responsible for setting and
executing on the company’s strategic vision and sits on the board of directors. From late August through mid-November, Mr. Lebeter took a personal leave of absence to care for a family member. The company continued to deliver strong
performance under his leadership, despite his leave of absence. This is a testament to Mr. Lebeter’s work in building and developing a leadership team capable of executing effectively in his absence.
Mr. Lebeter provided strategic and executive leadership in the following areas:
•
Strengthened safety performance and culture by achieving a High-Energy Serious Injury and Fatality rate of 0.0 per 200,000 hours, with zero HSIFs in 2025, and refreshing the 2026–2030 Safety Plan.
•
Delivered $254 million of productivity savings through cost optimization and operational efficiency through the Enterprise Cost Optimization program, significantly exceeding original goals, and embedding financial discipline across
the organization.
•
Enhanced leadership by strengthening the Executive Leadership Team with the addition of Gillian Whitebread as EVP, Head of Human Resources, the creation of the Chief Operating Officer role, and streamlining the executive reporting
structure.
•
Enhanced our brand promise by completing the internal rollout of brand promise and external brand activation.
•
Secured strategic growth opportunities with the award of two new transmission lines, the only new lines designated by the Province of Ontario in 2025.
•
Completed the acquisition of a 48% interest in the East-West Tie Partnership.
•
Partnered with local vendors, spending $2.78 billion in support of Canadian companies.
•
Directed 28 community grants of $25,000 each for Ontario Indigenous communities, charitable organizations and municipalities from Hydro One’s Energizing Life Community Fund. Hydro One directs a minimum of 20% of its corporate
donations and sponsorships to support Indigenous communities and initiatives that serve them.
•
Responded with generational ice storm restoration, demonstrating our capability and capacity to respond to significant system events.
•
Transitioned 1 million customers to e-billing by the end of 2025.
•
Established a new high stock price of $55.47 and total shareholder return of approximately 27%.
•
Negotiated new collective agreements with our largest unions, the Power Workers Union and the Society of United Professionals in January 2026, ensuring labour continuity.
•
Furthered our 50:50 Equity Partnership Model with the completion of the Chatham x Lakeshore line.
|
|
|
|
|
|
|
|
|
|
78 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Named
Executive Officer
|
|
|
Key Accomplishments
|
|
|
|
Harry Taylor
EVP, Chief Financial
and Regulatory Officer
|
|
|
As EVP, Chief Financial and Regulatory Officer, Mr. Taylor is responsible
for corporate finance and accounting, financial planning and analysis, tax, treasury, pensions, investor relations, internal audit and enterprise risk management. In addition, Mr. Taylor is responsible for legal, regulatory affairs,
procurement and supply chain, facilities and real estate, fleet management and aviation services.
Mr. Taylor was interim President and CEO from late August through
mid-November while Mr. Lebeter took a personal leave of absence.
Mr. Taylor provided strategic and executive leadership in the following areas:
•
Delivered strong financial performance, with net income and earnings per share growth exceeding target with OM&A lower year-over-year, while Hydro One’s stock outperformed prior year results and achieved multiple record highs.
•
Strengthened capital markets positioning by issuing $2.7 billion in green bonds, filing a U.S. debt shelf prospectus to diversify financing options, and facilitating attractive financing for Indigenous partners.
•
Advanced Indigenous and ESG commitments, exceeding Indigenous procurement targets with 7.1% sourceable spend and $215.9 million in total spend, while surpassing supply chain, fleet and aviation metrics.
•
Enhanced operational and investor confidence, achieving top-tier Rivel Investor Perception Study scores from both equity investors and bondholders.
•
Advanced long-term financial resilience, with credit metrics well above target and interest costs held materially below budget, reinforcing Hydro One’s strong investment-grade profile.
•
Completed the East-West Tie Partnership acquisition, one of the largest in Hydro One’s history, with performance exceeding the acquisition case in its first year.
•
Provided stability and continuity for Hydro One by stepping into the interim CEO role, advancing the provincial broadband initiative, supporting board alignment on strategy and long-term investment planning, and maintaining strong
financial, regulatory and CFRO performance through significant organizational and leadership transitions.
|
|
|
|
Megan Telford
Chief Operating
Officer
|
|
|
As Chief Operating Officer, Ms. Telford is responsible for operations,
customer experience, capital portfolio delivery, safety and asset management, as well as strategy, energy transition and corporate development. Prior to her appointment as Chief Operating Officer, Ms. Telford was responsible for planning,
strategy and innovation, energy transition, growth and human resources.
Ms. Telford provided strategic and executive leadership in the following areas:
•
Championed the Safety Strategy with 2025 safety results surpassing targets, whereby zero high-energy serious injuries were sustained and the company’s recordable injury rate was well below industry standard.
•
Strengthened system reliability and modernization through the delivery of an integrated grid modernization roadmap, secured approval for future investments in an advanced intelligent grid platform and drove other planning system
enhancements to better inform asset management and investment life cycles.
•
Directed long-term infrastructure maintenance and renewal planning by developing and securing board approval for the 2026–2032 Asset Investment Plan, giving rise to a future-focused workplan aligned with operational needs and
strategic priorities.
•
Spearheaded cost optimization and enhanced financial discipline through leadership of a company-wide cost improvement initiative, enhancing a cultural focus on sustainable cost control measures and operational efficiencies.
•
Improved customer experience and engagement by identifying and addressing pain points across all customer segments, implementing targeted actions to strengthen trust and satisfaction.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 79
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Named
Executive Officer
|
|
|
Key Accomplishments
|
|
|
|
Renée McKenzie EVP,
Digital and Technology Solutions
|
|
|
As EVP, Digital and Technology Solutions, Ms. McKenzie is responsible for
the technology supporting the real-time operations of Hydro One – including both information technology and the operation and control of the power grid – and the security and protection of Hydro One’s physical and digital assets.
Ms. McKenzie provided strategic and executive leadership in the following areas:
•
Strengthened technology enablement and cost efficiency by delivering integrated support for Enterprise Cost Optimization initiatives, accelerating outsourcing agreements ahead of schedule, consolidating IT contracts and implementing
proactive vendor governance, providing significant savings and cost avoidance.
•
Enhanced operational resilience and cybersecurity by exceeding information and operating technology system availability targets, achieving critical cybersecurity mitigation milestones on or ahead of schedule and improving our
external security posture.
•
Advanced strategic technology transformation through the rollout of a revised operating model and technology strategy aligned to corporate priorities, while introducing a new Data, Analytics & AI function and a long-term roadmap
to enable smarter, data-driven decision-making.
|
|
|
|
Teri French
EVP, Safety,
Operations and Customer Experience
|
|
|
As EVP, Safety, Operations and Customer Experience, Ms. French is
responsible for health and safety, distribution, forestry, system operations and station services, customer experience and billing operations, and integration, reliability and emergency management.
Ms. French provided strategic and executive leadership in the following areas:
•
Strengthened safety culture and leadership by developing and gaining approval of the refreshed 2026–2030 Safety Plan and launching a Safety Leadership Excellence Training Program.
•
Delivered operational efficiency and cost containment by managing OM&A below budget despite increased customer demand, implementing initiatives that reduced spending in key areas, while delivering more than twice the productivity
savings goal.
•
Enhanced reliability and emergency response through swift restoration following the March 2025 ice storm, mobilizing over 4,500 personnel under a unified command structure, and driving efficiency improvements in pole replacement and
the Broadband Pilot.
•
Achieved 88% overall customer satisfaction for residential and small business, and improved information and restoration timeliness in relation to power outages.
|
|
|
|
|
|
|
|
|
|
80 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Named
Executive Officer/
Principal Position(1)
|
|
|
STIP Target
(%)
|
|
|
STIP Target
($)
|
|
|
Corporate
Achievement
(%)
|
|
|
Individual
Achievement
(%)
|
|
|
STIP Payout
($)
|
|
|
STIP Payout
as a %
of Target
|
|
|
|
David Lebeter President and CEO
|
|
|
100
|
|
|
760,000
|
|
|
125.50
|
|
|
110.00
|
|
|
836,000
|
|
|
110.00
|
|
|
|
Harry Taylor
EVP,
Chief Financial and Regulatory Officer
|
|
|
80
|
|
|
390,020
|
|
|
125.50
|
|
|
135.00
|
|
|
429,022
|
|
|
110.00
|
|
|
|
Megan Telford
Chief
Operating Officer
|
|
|
80
|
|
|
398,231
|
|
|
125.50
|
|
|
110.00
|
|
|
438,054
|
|
|
110.00
|
|
|
|
Renée McKenzie
EVP,
Digital and Technology Solutions
|
|
|
60
|
|
|
261,724
|
|
|
125.50
|
|
|
135.00
|
|
|
287,897
|
|
|
110.00
|
|
|
|
Teri French
EVP,
Safety, Operations and Customer Experience
|
|
|
60
|
|
|
221,075
|
|
|
125.50
|
|
|
135.00
|
|
|
243,182
|
|
|
110.00
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
|
attract and retain highly qualified and experienced talent;
|
|
•
|
foster alignment with shareholder interests;
|
|
•
|
reward executives for longer-term value creation; and
|
|
•
|
provide market competitive compensation.
|
|
|
|
|
|
|
|
|
|
Elements of
the Long-term
Incentive Plan
|
|
|
Impact on Award
|
|
|
|
Types of Awards
|
|
|
Equity-based LTIP: An award that will be settled in common shares or cash in
the future, subject to the achievement of specified criteria.
PSUs: Subject to performance and time vesting criteria and are fully at risk.
RSUs: Subject to time vesting criteria.
In 2023, Hydro One reintroduced an equity-based LTIP consisting of PSUs and
RSUs. In 2025, 2024 and 2023 the President and CEO and EVPs received their LTIP awards entirely in the form of PSUs.
|
|
|
|
Vesting
|
|
|
PSUs granted in 2025 vest after the four-year performance period, subject to
a performance multiplier based on achieving specific performance measures, unless otherwise determined by the HRC.
RSUs granted in 2025 are subject to time vesting of three years and are not
subject to a performance multiplier.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 81
|
|
|
|
|
|
|
|
|
|
|
|
the Long-term
Incentive Plan
|
|
|
Impact on Award
|
|
|
|
Performance Multiplier
|
|
|
Each PSU granted in 2025 is 100% performance-based, subject to achieving
certain performance levels for the period from January 1, 2025 to December 31, 2028 (the four-year performance period):
1. four-year average EPS (subject to a dividend rate
modifier) – 65% weighting;
2.
four-year relative TSR (S&P/TSX Capped Utilities Index) – 25% weighting; and
3.
GHG emissions reduction in line with corporate commitment to 30% reduction of operations-driven GHG emissions by 2030 – 10% weighting.
The EPS, relative TSR and GHG emissions reduction performance measures
demonstrate a commitment to achieving long-term growth for shareholders that is consistent with or better than the growth delivered by other Canadian utilities and Hydro One’s commitment to a sustainable future.
Four-year average EPS: The net
income attributable to shareholders for such fiscal period divided by the average outstanding shares during such fiscal period – rewards executives for delivering increased earnings to shareholders.
Dividend rate modifier: If the
12-month rolling average dividend rate during the performance period falls below the annualized quarterly dividend rate at the time of grant, a 0% modifier will be applied to the EPS performance multiplier. If the 12-month rolling average
dividend rate during the performance period does not decrease from the level at grant, a 100% modifier will be applied to the EPS performance multiplier.
Relative TSR: Measures Hydro One’s
total shareholder return over the performance period relative to the total shareholder return for the S&P/TSX Capped Utilities Index for the same period. The index was selected as it reflects an established grouping of Canadian
publicly traded industry peers for Hydro One. It rewards executives for achieving shareholder returns that are consistent with or better than the returns provided by peer organizations.
GHG emissions reduction target:
Deliver 27% reduction against 2018 baseline in operations-driven GHG emissions by 2028 – rewards executives for reducing emissions on our journey to meet our corporate commitment to 30% reduction of GHG emissions by 2030.
|
|
|
|
|
|
The PSU payout is a function of the overall performance multiplier, which is
based on the four-year average EPS performance with a dividend rate modifier, the four-year relative TSR performance and the GHG emissions reduction target. Awards may range from 0% to a maximum performance multiplier of 150%.
|
|
|
|
|
Human Resources Committee/Board Judgment
|
|
|
The HRC considers whether adjustments are necessary or appropriate to
reflect unusual or unanticipated events occurring during the performance period and recommends the performance multiplier to the board for approval using informed judgment to ensure that compensation reflects the actual performance of the
business.
|
|
|
|
Forfeiture and Clawbacks
|
|
|
Amounts can be forfeited or clawed back under certain conditions.
Specifically, an executive’s vested long-term incentives may be required to be repaid in situations where it later becomes clear that the performance metrics used to determine payout were not achieved, or in the event of a material
restatement of the company’s earnings (or other company-specific results) that significantly reduces shareholder value. If the Recoupment Policy applies, the clawback will be mandatory except in very narrow circumstances.
|
|
|
|
|
|
|
|
|
|
82 Hydro One Limited | 2026 Management Information Circular
|
|
|

|
1.
|
PSUs held on vesting date calculated based on salary ($) multiplied by target LTIP (% of salary) divided by the share price at
time of grant plus any dividend equivalent PSUs earned when dividends are paid during the vesting period.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Named Executive Officer
|
|
|
Share-based
Awards Value ($)
|
|
|
Option-based
Awards Value ($)
|
|
|
Total Grant
Value ($)
|
|
|
|
David Lebeter
|
|
|
2,280,000
|
|
|
0
|
|
|
2,280,000
|
|
|
|
Harry Taylor
|
|
|
807,500
|
|
|
0
|
|
|
807,500
|
|
|
|
Megan Telford
|
|
|
824,500
|
|
|
0
|
|
|
824,500
|
|
|
|
Renée McKenzie
|
|
|
595,000
|
|
|
0
|
|
|
595,000
|
|
|
|
Teri French
|
|
|
437,500
|
|
|
0
|
|
|
437,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
•
|
attract and retain employees;
|
|
•
|
result in lower and more stable cost over time compared to Hydro One’s Defined Benefit Pension Plan (DBPP);
and
|
|
•
|
promote sharing of retirement savings responsibility between Hydro One and its employees.
|
|
|
|
|
|
|
|
|
|
Eligibility
|
|
|
Eligible non-represented employees who were not already enrolled or eligible
to enroll in the DBPP as of September 30, 2015. All of the current NEOs participate in the DCPP.
|
|
|
|
Employee Contribution
|
|
|
Mandatory contribution of a minimum of 4% of pensionable earnings and a
maximum contribution of 6% of pensionable earnings, subject to the limit outlined under the DC Supplemental below.
|
|
|
|
Employer Match
|
|
|
Employee contributions are matched by Hydro One.
|
|
|
|
Pensionable Earnings
|
|
|
Base salary plus actual short-term incentive (not exceeding 50% of base salary).
|
|
|
|
DC Supplemental
|
|
|
Effective as of January 1, 2018, once the total employee and employer
contributions for the calendar year have reached the maximum contribution level permissible under a registered pension plan, as per the Income Tax Act (Canada), employee contributions cease and
employer contributions are allocated to a notional supplemental pension plan account for the employee’s benefit. The notional supplemental pension plan was approved by the board on December 8, 2017 and replaces a non-registered savings
plan in which employer contributions were made on an after-tax basis.
|
|
|
|
Effective January 1, 2024, for the President and CEO and EVP level
executives, Hydro One contributes an amount equal to 15% of base earnings and STIP to the DCPP and DC Supplemental. For contribution calculation purposes, STIP is capped at 50% of base earnings. For Mr. Lebeter, this provision applies
retroactively to January 1, 2023.
|
|
|||
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 83
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
•
|
promote an ownership culture;
|
|
•
|
align the interests of employees with shareholder interests; and
|
|
•
|
increase employee awareness and alignment with Hydro One’s performance.
|
|
|
|
|
|
|
|
|
|
Element
|
|
|
Description
|
|
|
|
Source of Shares
|
|
|
Shares are purchased on the market at prevailing prices (non-dilutive).
|
|
|
|
Employee Contribution
|
|
|
Between 1% and 6% of base salary through payroll deduction.
|
|
|
|
Employer Match
|
|
|
Hydro One matches 50% of the employee contribution up to a maximum of
$25,000 per year.
|
|
|
|
Vesting
|
|
|
Shares purchased prior to January 6, 2022 are subject to a sale or
withdrawal limit of 50% of shares during any 12-month period relative to the number of shares credited to an employee’s account at the start of the 12-month period. Shares purchased with employee contributions on or after January 6, 2022
vest immediately, while Hydro One matched shares have a two-year holding period requirement.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
President and CEO
|
|
|
$50,000
|
|
|
|
EVPs
|
|
|
$20,000 to $25,000
|
|
|
|
|
|
|
|
|
|
84 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
1.
|
This chart includes dividends paid during the period, inclusive of re-invested dividends.
|
|
Hydro One Limited | 2026 Management Information Circular 85
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-equity incentive
plan compensation ($)
|
|
|
|
|
|
|
|
|
|
|
|||
|
|
Name and
Principal
Position
|
|
|
Year
|
|
|
Base
Salary
($)(1)
|
|
|
Share-
based
Awards
($)(2)
|
|
|
Option-
based
Awards
($)
|
|
|
Annual
Incentive
Plans
($)(3)
|
|
|
Long-term
Incentive
Plans
($)
|
|
|
Pension
Value
($)(4)
|
|
|
All Other
Compen-
sation
($)(5)
|
|
|
Total
Compen-
sation
($)
|
|
|
|
David Lebeter
President
and CEO
|
|
|
2025
|
|
|
762,923
|
|
|
2,280,000
|
|
|
N/A
|
|
|
836,000
|
|
|
0
|
|
|
165,842
|
|
|
221,301
|
|
|
4,266,066
|
|
|
|
2024
|
|
|
705,385
|
|
|
1,750,000
|
|
|
N/A
|
|
|
770,000
|
|
|
402,800
|
|
|
160,812
|
|
|
271,821
|
|
|
4,060,817
|
|
|||
|
|
2023
|
|
|
600,000
|
|
|
1,200,000
|
|
|
N/A
|
|
|
659,472
|
|
|
400,000
|
|
|
132,265
|
|
|
171,493
|
|
|
3,163,230
|
|
|||
|
|
Harry Taylor
EVP,
Chief
Financial
and
Regulatory
Officer
|
|
|
2025
|
|
|
489,424
|
|
|
807,500
|
|
|
N/A
|
|
|
429,022
|
|
|
0
|
|
|
65,350
|
|
|
276,927
|
|
|
2,068,222
|
|
|
|
2024\(1\)
|
|
|
268,558
|
|
|
712,500
|
|
|
N/A
|
|
|
234,122
|
|
|
N/A
|
|
|
14,031
|
|
|
13,269
|
|
|
1,242,480
|
|
|||
|
|
2023
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|||
|
|
Megan Telford
Chief
Operating Officer
(*Prior
to changed accountabilities)
|
|
|
2025
|
|
|
499,727
|
|
|
824,500
|
|
|
N/A
|
|
|
438,054
|
|
|
0
|
|
|
110,858
|
|
|
42,706
|
|
|
1,915,845
|
|
|
|
2024*
|
|
|
479,981
|
|
|
675,000
|
|
|
N/A
|
|
|
419,143
|
|
|
317,205
|
|
|
106,986
|
|
|
40,520
|
|
|
2,038,835
|
|
|||
|
|
2023*
|
|
|
450,000
|
|
|
675,000
|
|
|
N/A
|
|
|
396,000
|
|
|
315,000
|
|
|
38,520
|
|
|
38,331
|
|
|
1,912,851
|
|
|||
|
|
Renée McKenzie
EVP,
Digital and Technology
Solutions
|
|
|
2025
|
|
|
437,905
|
|
|
595,000
|
|
|
N/A
|
|
|
287,897
|
|
|
0
|
|
|
67,721
|
|
|
32,942
|
|
|
1,421,465
|
|
|
|
2024\(1\)
|
|
|
330,192
|
|
|
531,250
|
|
|
N/A
|
|
|
216,126
|
|
|
N/A
|
|
|
17,948
|
|
|
14,846
|
|
|
1,110,363
|
|
|||
|
|
2023
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|||
|
|
Teri French
EVP,
Safety, Operations and
Customer
Experience
|
|
|
2025
|
|
|
369,910
|
|
|
437,500
|
|
|
N/A
|
|
|
243,182
|
|
|
0
|
|
|
81,252
|
|
|
32,855
|
|
|
1,164,699
|
|
|
|
2024
|
|
|
346,442
|
|
|
406,250
|
|
|
N/A
|
|
|
205,890
|
|
|
272,478
|
|
|
75,415
|
|
|
30,974
|
|
|
1,337,449
|
|
|||
|
|
2023
|
|
|
306,862
|
|
|
325,000
|
|
|
N/A
|
|
|
160,650
|
|
|
155,886
|
|
|
22,083
|
|
|
23,237
|
|
|
993,718
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Base salaries presented are actual amounts earned for fiscal years 2023, 2024 and 2025, as applicable. Salary earned in 2024 and
2025 includes two and one additional workdays, respectively. 2025 Annual Incentive Plan awards were calibrated based on annualized salary rates reflecting any salary changes during the year and prorated for time worked, and long-term
incentive grants were calibrated based on the annualized base salary in place on January 1, 2025. Ms. McKenzie was hired on March 25, 2024 and Mr. Taylor on June 10, 2024. Their 2024 base salaries reflect a pro-rata rate.
|
|
2.
|
For share-based awards, the dollar amounts represent the fair value of the awards on grant date determined as a percentage of
base salary (subject to rounding). The fair value of the PSUs was determined by multiplying the number of units granted by the closing price of the common shares on the date of grant. These amounts do not reflect a one-time special bonus
of $80,000 in DSUs that Mr. Taylor will receive in 2026 for his appointment as interim President and CEO in 2025.
|
|
3.
|
The short-term incentive awards attributed to the noted financial year are based on a percentage of base salary and are paid
following approval of performance multipliers by the board in the following year. Executives can elect to receive up to 100% of the award in management DSUs. Mr. Lebeter elected to take 30% of his 2025 award in management DSUs.
|
|
4.
|
The pension value for NEOs participating in the DCPP reflects the employer contributions made to the registered pension plan and
DC Supplemental during 2025. These values do not reflect the employee contributions or the investment gains/losses for fiscal year 2025.
|
|
5.
|
All NEOs are eligible to participate in the management ESOP and receive a well-being allowance. Amounts represent the employer
contributions to the management ESOP and payments in reference to the well-being allowance. For Mr. Lebeter, amounts represent $98,780 for travel and $45,568 for club membership, in addition to a well-being allowance and employer
contributions to the management ESOP. For Mr. Taylor, these amounts reflect payment of $61,800 for his interim President and CEO appointment as well as his entitlement to a signing bonus, as per his employment agreement, in the amount of
$175,000 earned in 2025. It does not reflect the amount of $175,000 to be received in 2026, as that amount is conditional on his active employment with the company for 24 months after his start date, and the awards are reported in the
years they are earned. Mr. Taylor will not be eligible to receive the bonus payment if he resigns, retires or is terminated prior to the applicable bonus payment date. Each bonus payment is also subject to a 12-month full clawback if
Mr. Taylor voluntarily resigns or is terminated for cause. Mr. Taylor also did not receive an increase to his well-being allowance for his role as interim President and CEO.
|
|
86 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Share-based Awards
|
|
|
|
|
|
|
Name
|
|
|
Number of shares or
units of shares that
have not vested (#)
|
|
|
Market or payout value
of share-based awards
that have not vested ($)(1)
|
|
|
Market or payout value
of vested share-based
awards not paid out or
distributed ($)(2)
|
|
|
|
David Lebeter
|
|
|
129,398
|
|
|
7,070,319
|
|
|
789,884
|
|
|
|
Harry Taylor
|
|
|
34,406
|
|
|
1,879,949
|
|
|
0
|
|
|
|
Megan Telford
|
|
|
54,666
|
|
|
2,986,942
|
|
|
61,568
|
|
|
|
Renée McKenzie
|
|
|
26,962
|
|
|
1,473,194
|
|
|
0
|
|
|
|
Teri French
|
|
|
29,325
|
|
|
1,602,300
|
|
|
270,838
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Reflects the value of outstanding PSUs, including any additional PSUs from dividend reinvestment, with performance assumed at 100%.
|
|
2.
|
Reflects the value of outstanding management DSUs for Mses. Telford and French and Mr. Lebeter, as at December 31, 2025.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Name
|
|
|
Option-based
Awards – Value
Vested During
the Year ($)(1)
|
|
|
Share-based Awards –
Value Vested During
the Year ($)(2)
|
|
|
Non-equity
Incentive Plan
Compensation – Value
Earned During
the Year ($)(3)
|
|
|
|
David Lebeter
|
|
|
N/A
|
|
|
207,898
|
|
|
836,000
|
|
|
|
Harry Taylor
|
|
|
N/A
|
|
|
0
|
|
|
429,022
|
|
|
|
Megan Telford
|
|
|
N/A
|
|
|
1,456
|
|
|
438,054
|
|
|
|
Renée McKenzie
|
|
|
N/A
|
|
|
0
|
|
|
287,897
|
|
|
|
Teri French
|
|
|
N/A
|
|
|
6,406
|
|
|
243,182
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Hydro One has not granted Option-based awards to any employees, including the ELT, since 2018. No NEO holds outstanding Options.
|
|
2.
|
The value of share-based awards that vested, if any, during the fiscal year includes the value of dividend equivalents earned.
This includes the value of management DSUs granted in February 2025 in respect of the 2024 short-term incentive award payment. For all NEOs, the values above are based on the share price on the vesting date.
|
|
3.
|
This column includes the full amount of short-term incentive awards even if an NEO elected to receive all or a portion as
management DSUs.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Name
|
|
|
Accumulated Value at
Start of Year ($)
|
|
|
Compensatory ($)
|
|
|
Accumulated Value
at Year End ($)(2)
|
|
|
|
David Lebeter
|
|
|
438,495
|
|
|
165,842
|
|
|
651,394
|
|
|
|
Harry Taylor(3)
|
|
|
14,396
|
|
|
65,350
|
|
|
87,136
|
|
|
|
Megan Telford
|
|
|
248,611
|
|
|
110,858
|
|
|
407,529
|
|
|
|
Renée McKenzie(3)
|
|
|
18,945
|
|
|
67,721
|
|
|
93,797
|
|
|
|
Teri French
|
|
|
148,807
|
|
|
81,252
|
|
|
250,821
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
In respect of the NEOs, the totals include pre-tax amounts contributed to the DC Supplemental plan.
|
|
2.
|
Includes the employer contributions, and investment gain/losses during 2025.
|
|
3.
|
Eligible for a partial year of DC Supplemental plan participation based on hire date, Mr. Taylor joined Hydro One on June 10,
2024 and Ms. Mckenzie on March 25, 2024.
|
|
Hydro One Limited | 2026 Management Information Circular 87
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2025 (%)
|
|
|
2024 (%)
|
|
|
2023 (%)
|
|
|
|
Overhang – number of common shares available for issuance under all
equity-based compensation arrangements as a percentage of the weighted average number of outstanding common shares for the relevant year(1)
|
|
|
1.59
|
|
|
1.66
|
|
|
1.74
|
|
|
|
Dilution – number of common shares issuable pursuant to outstanding awards as
a percentage of the weighted average number of outstanding common shares for the relevant year(2)(3)
|
|
|
0.24
|
|
|
0.28
|
|
|
0.32
|
|
|
|
Burn rate – number of common shares issuable pursuant to awards granted
during the year as a percentage of the weighted average number of outstanding common shares for the relevant year(3)
|
|
|
0.03
|
|
|
0.03
|
|
|
0.02
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
The weighted average number of outstanding common shares during the last three years were as follows: 599,692,817 common shares
for the year ended December 31, 2025, 599,342,299 common shares for the year ended December 31, 2024 and 598,986,584 common shares for the year ended December 31, 2023.
|
|
2.
|
In connection with the company’s IPO, rights to receive an aggregate of 5,416,449 common shares were granted to certain employees
represented by the Power Workers’ Union and the Society of United Professionals pursuant to two share grant plans. At December 31, 2025, rights to receive an aggregate of 1,025,144 common shares remained outstanding. For further details,
see “Share Grant Plans for Certain Members of the Power Workers’ Union and the Society of United Professionals” starting on page 94.
|
|
3.
|
In 2025, 2024 and 2023, Hydro One granted LTIP awards consisting of PSUs and RSUs. PSUs are reflected at target and can vest
between 0%–150%.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Compensation Element
|
|
|
Resignation(1)
|
|
|
Retirement(2)
|
|
|
Termination without Cause(3)
|
|
|
Termination without Cause following Change in Control(4),(5)
|
|
|
Termination for Cause
|
|
|
|
Severance
|
|
|
None
|
|
|
None
|
|
|
1x–2x aggregate of base salary plus lower of: (i) average annual bonus for the prior 3 years and
(ii) target bonus for the year of termination
|
|
|
Same as
termination without cause
|
|
|
None
|
|
|
|
Base Salary
|
|
|
Base salary ends
|
|
|
Base salary ends
|
|
|
Base salary ends
|
|
|
Base salary ends
|
|
|
Base salary ends
|
|
|
|
Annual Incentive
|
|
|
Award forfeited
|
|
|
Award prorated
|
|
|
Award prorated
|
|
|
Award prorated
|
|
|
Award forfeited
|
|
|
|
LTIP
|
|
|
Unvested awards are forfeited
|
|
|
Continue to vest according to schedule
|
|
|
Unvested awards will expire on date of termination unless certain conditions are met(6), in which case a pro rata portion will vest
|
|
|
Vests immediately
|
|
|
Award forfeited
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
88 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Compensation Element
|
|
|
Resignation(1)
|
|
|
Retirement(2)
|
|
|
Termination without Cause(3)
|
|
|
Termination without Cause following Change in Control(4),(5)
|
|
|
Termination for Cause
|
|
|
|
Pension
|
|
|
Entitled to
accrued pension
|
|
|
Entitled to
accrued pension
|
|
|
Entitled to
accrued pension
|
|
|
Entitled to
accrued pension
|
|
|
Entitled to
accrued pension
|
|
|
|
Benefits(7)
|
|
|
Benefits end
|
|
|
Benefits end
|
|
|
Continue for up to
24 months(8)
|
|
|
Continue for up to 24 months
|
|
|
Benefits end
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
The NEOs may voluntarily resign their employment at any time; Messrs. Lebeter and Taylor and Mses. Telford, McKenzie and French
are required to give three (3) months’ notice.
|
|
2.
|
For purposes of the LTIP, NEOs are considered to have retired if the retirement has been approved by the board, the NEO complies
with such conditions as the board may require in connection with its approval, has given six (6) months prior notice, is not paid or entitled to receive any termination pay, severance pay, retiring allowance or equivalent, and has
complied with transitional activities as may be reasonably required during the period from the date of notice until the date the NEO ceases active employment. Any awards eligible for continued vesting must have been granted at least six
(6) months prior to the date the NEO provided notice of their intention to retire. If these criteria are not satisfied, the termination of employment will be treated as a resignation and the appropriate termination provisions will apply.
For purposes of the STIP, NEOs are considered to have retired if they reach age 55 or such lesser age and service threshold as the board determines. NEOs will forfeit any awards that have vested but have not been paid out or settled in
the event of a breach of any non-competition or non-solicitation obligation. For Mr. Lebeter, the board applied its discretion in 2023 and approved the following additional term in Mr. Lebeter’s employment agreement: if Mr. Lebeter has
completed a minimum of three (3) years of continuous service in the role of President and CEO, the board may in its sole discretion decide to terminate Mr. Lebeter’s employment and characterize it for all purposes as a retirement. If
Mr. Lebeter accepts this treatment and complies with such transitional activities as may be reasonably required by the company during the period from the date of notification of such retirement until the date active employment ceases with
the company and its affiliates, Mr. Lebeter will be entitled to have his LTIP awards continue to vest and also to receive the separation package under termination without cause.
|
|
3.
|
The payout multiplier on base salary for Mr. Lebeter is 2x, for Mr. Taylor and Mses. Telford and French is 1.5x and for
Ms. McKenzie is 1x. Mr. Lebeter is entitled to 2x bonus and Mr. Taylor and Mses. Telford, McKenzie and French are entitled to 1x bonus.
|
|
4.
|
Treatment only applies to termination by the company without cause or in the case of resignation for good reason within 24 months
following a change in control and only applies to unvested awards. “Good reason” is defined as a material change in title, responsibilities, reporting line or relationship or “status”; a reduction in base pay or in STIP or LTIP target
opportunity that would result in a material reduction in aggregate annual compensation or opportunity for compensation; being required to change principal place of employment more than 50 kilometres away from the existing Toronto-based
principal place of employment; constructive dismissal; as well as in the change in control circumstances as defined below. These NEOs must provide the company with written notice confirming the circumstances they believe to constitute
good reason within 21 days of the occurrence, and a cure period of 60 days following the date the company has received such notice has elapsed without such circumstances having been cured. Any unvested LTIP awards will immediately vest on
the date employment is terminated without cause or resignation for good reason within twenty-four (24) months of a change in control.
|
|
5.
|
A “change in control” will occur in the following circumstances: a. more than 50% of the outstanding voting securities of the
company are acquired; b. all or substantially all of the assets of the company are sold, assigned or transferred other than to a wholly-owned subsidiary; c. an acquisition of the company via merger, amalgamation, consolidation, statutory
arrangement or otherwise or the dissolution or liquidation of the company; d. individuals who, at the beginning of any two-year period, constitute the board of directors, cease to constitute a majority of the board during such two-year
period excluding any individuals whose service ceased due to death; e. pursuant to its rights in the Governance Agreement, the Province replaces the entire board (other than the President and CEO) and, in its discretion, the chair of the
board; f. a change is made to an Ontario law or regulation that: i. both (A) expressly states that it applies either (1) to Hydro One or an affiliate or (2) companies in the electrical transmission and/or distribution business generally
but has a disproportionate effect on Hydro One and its affiliates as a whole, and (B) would materially adversely affect the ability of Hydro One to achieve any corporate performance measures set out in any outstanding awards; or ii.
imposes limits on the quantum of compensation that may be paid to non-union employees of Hydro One or its affiliates other than restrictions established for rate approval or other purposes which do not restrict amounts actually paid; or
g. the board passes a resolution confirming that a change in control has occurred.
|
|
6.
|
If a participant has not committed an act or has not failed to take any action that has caused damage to or could damage the
company or its reputation, a pro rata portion of the participant’s awards will vest.
|
|
7.
|
Hydro One does not ascribe a value for benefits continuation. Any well-being allowances end upon termination of employment for
any reason.
|
|
8.
|
Benefits will continue for up to 24 months for Mr. Lebeter and as per Employment Standards Act minimum requirements for all other
NEOs.
|
|
Hydro One Limited | 2026 Management Information Circular 89
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Name
|
|
|
Resignation
($)
|
|
|
Retirement
($)(1)
|
|
|
Termination
Without
Cause
($)(2),(3)
|
|
|
Termination
Without
Cause after
Change in Control
($)(2),(3)
|
|
|
Termination
for Cause
($)
|
|
|
|
David Lebeter
|
|
|
0
|
|
|
0
|
|
|
6,038,394
|
|
|
10,100,634
|
|
|
0
|
|
|
|
Harry Taylor
|
|
|
0
|
|
|
0
|
|
|
1,640,258
|
|
|
3,007,407
|
|
|
0
|
|
|
|
Megan Telford
|
|
|
0
|
|
|
0
|
|
|
2,527,024
|
|
|
4,138,135
|
|
|
0
|
|
|
|
Renée McKenzie
|
|
|
0
|
|
|
0
|
|
|
1,158,268
|
|
|
2,174,793
|
|
|
0
|
|
|
|
Teri French
|
|
|
0
|
|
|
0
|
|
|
1,490,536
|
|
|
2,367,291
|
|
|
0
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Hydro One does not ascribe a value for benefits continuation.
|
|
2.
|
Severance payments are calculated based on annualized base salary and the lower of the average annual bonus for the prior three
years and the target short-term incentive as of December 31, 2025. The severance calculation multiplier for the NEOs is 1x to 2x for base salary and 1x to 2x for STIP. For participants in the LTIP, a pro rata portion of the participant’s
LTIP has been included above, assuming performance at 100%. The company does not ascribe a value for benefits continuation.
|
|
3.
|
In the case of termination without cause after change in control, all outstanding LTIP is fully accelerated, compared to pro rata
acceleration under termination without cause.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Plan Category
|
|
|
Equity
Compensation
Plan
|
|
|
Number of
securities to be
issued upon
exercise of
outstanding
options, warrants
and rights
(A)
|
|
|
Weighted-average
exercise price
of outstanding
options, warrants
and rights ($)
(B)
|
|
|
Number of
securities remaining
available for
future issuance
under equity
compensation
plans (excluding
securities reflected
in column (A))
(C)
|
|
|
|
Equity compensation plans approved by shareholders
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
N/A
|
|
|
|
Equity compensation plans not approved by shareholders(2)
|
|
|
Long-term Incentive Plan
|
|
|
399,181(1)
|
|
|
N/A
|
|
|
8,502,631(1)
|
|
|
|
Power Workers’ Union Share Grant Plan(3)
|
|
|
699,528(2)
|
|
|
N/A
|
|
|
0(3)
|
|
|||
|
|
Society of United Professionals Share Grant Plan(3)
|
|
|
325,616(2)
|
|
|
N/A
|
|
|
0(3)
|
|
|||
|
|
Total
|
|
|
|
|
|
1,424,325
|
|
|
N/A
|
|
|
8,502,631
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
Assumes outstanding 2025, 2024 and 2023 PSUs vest at 100% of target.
|
|
2.
|
As at December 31, 2025, 2,769,398 common shares have been issued under the Power Workers’ Union Share Grant Plan (0.46% of the
599,781,811 issued and outstanding common shares as at December 31, 2025) and 699,528 common shares remain available for issuance (0.12% of the 599,781,811 issued and outstanding common shares as at December 31, 2025) after giving effect
to certain forfeitures. 840,635 common shares have been issued under the Society of United Professionals Share Grant Plan to date (0.14% of the 599,781,811 issued and outstanding common shares as at December 31, 2025) and 325,616 common
shares remain available for issuance (0.05% of the 599,781,811 issued and outstanding common shares as at December 31, 2025) after giving effect to certain forfeitures.
|
|
3.
|
The number of common shares to which the eligible employees represented by the Power Workers’ Union and the Society of United
Professionals are entitled under the Grant Plans is determined as a percentage of base salary and the price at which the Province agreed to sell the shares, as reflected in the final prospectus of the IPO.
|
|
90 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Types of Awards
|
|
|
PSU – A PSU entitles the participant to receive common shares following the
achievement of specified performance- and time-vesting conditions. The HRC has the authority to determine at the time of grant, in its sole discretion, the duration of the vesting period and other vesting terms applicable to the grant of
PSUs. The HRC may elect to settle PSUs in cash.
RSU – An RSU entitles the participant to receive common shares following the
achievement of specified time-vesting conditions. The HRC shall have the authority to determine at the time of grant, in its sole discretion, the duration of the vesting period and other vesting terms applicable to the grant of RSUs. The
HRC may elect to settle RSUs in cash.
|
|
|
|
|
|
|
Options – An Option is the right to acquire a common share on a future date
on payment of the exercise price. The exercise price of an Option may not be less than the fair market value of a common share on the date of grant. Standard four-year vesting applies unless otherwise specified by the HRC. The term of an
Option may not exceed 10 years.
Restricted shares – A restricted share award is an award of common shares
subject to forfeiture restrictions.
DSU – A DSU is an award that entitles the participant to receive common
shares following termination of employment or service with the company. DSUs may be subject to performance conditions or other vesting conditions. Management DSUs are granted under a separate cash-settled plan.
SAR – A Share Appreciation Right (SAR)
is the right to receive common shares equal in value to the appreciation in the value of a common share over a period. The base price against which a SAR is to be measured may not be less than the fair market value of a common share on
the date of grant. An Option and a SAR may be granted in tandem, in which event the SAR will vest and be exercisable on the same date as the related Option and the exercise of the Option results in the surrender of the SAR, and vice
versa. Standard four-year vesting applies unless otherwise specified by the HRC. The term of a SAR may not exceed 10 years.
Other awards – Other awards are awards that are convertible into or
otherwise based on common shares.
|
|
|
|
Eligibility
|
|
|
Employees and consultants of Hydro One and its affiliates as determined by
the HRC. Non-employee directors on the board are not eligible.
|
|
|
|
Maximum No. of Shares Authorized
|
|
|
11,900,000 common shares or approximately 2% of the issued and outstanding
shares. Within that limit the maximum number of common shares which may be issued as PSUs, RSUs or DSUs is 4,760,000 common shares (or approximately 0.79% of the issued and outstanding shares as of December 31, 2025). As of
December 31, 2025, there were 8,103,450 common shares available for future awards (approximately 1.35% of the issued and outstanding shares).
If an award expires without exercise, is cancelled, forfeited, terminated or
is otherwise settled without the issuance of common shares, common shares which were issuable under the award will be available for future grants. Common shares issued under awards of an acquired company that are converted, replaced or
adjusted in connection with the acquisition will not reduce the number of shares available for awards under the LTIP unless otherwise required by law or stock exchange rules.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 91
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Insider Limits
|
|
|
Under the LTIP and any other Hydro One security-based compensation arrangements:
•
the maximum number of common shares issuable to insiders at any time is 10% of the outstanding common shares;
•
the maximum number of common shares issuable to insiders within any one-year period is 10% of the outstanding common shares; and
•
the LTIP does not provide for a maximum number of common shares which may be issued to an individual pursuant to the LTIP and any other security-based compensation arrangement (expressed as a percentage or otherwise).
|
|
|
|
Fair Market Value
|
|
|
Under the LTIP, the fair market value is based on the closing common share
price on the TSX on the applicable date.
|
|
|
|
Company Trading Blackout Periods
|
|
|
If an award is scheduled to expire during, or within five business days
after, a company trading blackout period restricting employees from trading in common shares, then the award will expire 10 business days after such blackout period expires.
|
|
|
|
Death & Disability
|
|
|
Unless otherwise determined by the HRC, a pro-rata portion of the next
instalment of the award due to vest will immediately vest. Any performance targets are deemed to have been met at 100% of the target performance level. Vested awards subject to exercise will remain exercisable for 90 days, or the award’s
normal expiration date if earlier.
|
|
|
|
Retirement
|
|
|
Unless otherwise determined by the HRC, all unvested awards granted more
than six months prior to the receipt of the notice to retire will continue to vest and are settled and exercised in accordance with their terms. Other unvested awards will be forfeited.
Retirement means:
(a)
If the employee:
i.
is the President and CEO or reports directly to the President and CEO, the retirement has been approved by the board and the employee complies with such conditions as the board may require;
ii.
is not i. above, the employee has reached age 65 or reached age 55 with a minimum of 10 years of service or such lesser age and/or service threshold as the HRC may determine;
iii.
has achieved the age and service eligibility criteria for an undiscounted early retirement pension as defined by the DBPP applicable to the participant;
iv.
has achieved such lesser age and/or service threshold as the Plan Administrator may determine.
(b)
the employee has given formal notice of their intention to retire six months in advance or such lesser period as the Plan Administrator may approve;
(c)
no cash severance payment or retirement allowance or equivalent is paid; and
(d)
the employee has complied with such transitional activities as may be reasonably required by Hydro One until the date the individual has ceased active employment.
|
|
|
|
Resignation
|
|
|
Unless otherwise determined by the HRC, all unvested awards are forfeited.
Vested awards subject to exercise will remain exercisable for 90 days, or the award’s normal expiration date if earlier.
|
|
|
|
Termination For Cause
|
|
|
All awards, whether vested or unvested, are forfeited and cancelled.
|
|
|
|
Termination Without Cause
|
|
|
A prorated portion of the next instalment of any awards due to vest will
immediately vest with PSUs deemed to have met 100% of the specified performance targets.
Unless otherwise determined by the HRC and except if termination occurs
within 24 months following a change in control, all unvested awards are forfeited. Vested awards subject to exercise will remain exercisable for 90 days, or the award’s normal expiration date if earlier.
|
|
|
|
|
|
|
|
|
|
92 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
|
|
|
Termination Without Cause Within 24 Months Following a Change in Control
|
|
|
If, within 24 months following a change in control, the
executive’s employment is terminated by the company without cause:
(i)
if the change in control is one of the circumstances set out in paragraphs (a) to (c) or (g) of the definition of change in control (as defined below), the prior awards held by the executive on the change in control (the Affected Awards) shall continue to vest and be settled or exercised in accordance with their terms; and
(ii)
if the change in control is one of the circumstances set out in paragraphs (d) to (f) of the definition of change in control noted below, 1) the Affected Awards shall vest and become exercisable, realizable or payable as of the
termination date, 2) any performance goals assigned to any such Affected Awards shall be deemed to have been met at 100% of the specified target level of performance for such performance goals and 3) any Affected Award that is an Option
or SAR shall continue to be exercisable until, and will expire on, the earlier of its expiry date and 90 days following the termination date.
|
|
|
|
Change in Control(1)
|
|
|
The HRC may provide for the conversion or exchange of outstanding awards for
new awards or other securities of substantially equivalent (or greater) value in any entity participating in or resulting from the change in control or, for the accelerated vesting or delivery of shares under awards, for a cash-out of
outstanding awards.
|
|
|
|
Definition of Change in Control
|
|
|
Subject to certain exceptions, change in control means:
(a)
more than 50% of the outstanding voting securities of the company are acquired;
(b)
all or substantially all of the assets of the company are sold, assigned or transferred, other than to a wholly-owned subsidiary;
(c)
an acquisition of the company via merger, amalgamation, consolidation, statutory arrangement or otherwise or the dissolution or liquidation of the company;
(d)
individuals who, at the beginning of any two-year period constitute the board of directors, cease to constitute a majority of the board, excluding any individuals whose service ceased due to death during such two-year period;
(e)
pursuant to its rights in the Governance Agreement, the Province replaces the entire board (other than the President and CEO) and, in its discretion, the chair of the board;
(f)
a change is made to an Ontario law or regulation that:
(i)
both (A) expressly states that it applies either to (1) Hydro One or an affiliate or (2) companies in the electrical transmission and/or distribution business generally but has a disproportionate effect on Hydro One and its
affiliates as a whole, and (B) would materially adversely affect the ability of Hydro One to achieve any corporate performance measures set out in any outstanding awards; or
(ii)
imposes limits on the quantum of compensation that may be paid to non-union employees of Hydro One or its affiliates other than restrictions established for rate approval or other purposes which do not restrict amounts actually paid;
or
(g)
the board passes a resolution confirming that a change in control has occurred.
As a result of limitations on the ownership of the company’s shares under
the Electricity Act (Ontario), there would have to be an amendment to such statute for a change in control to occur in certain circumstances.
|
|
|
|
Assignability
|
|
|
Options are generally not assignable or transferable. Other awards may be
assigned to a “permitted assign” (as defined under Canadian securities law), which includes a spouse, registered retirement savings plan, registered retirement income fund or personal holding company.
|
|
|
|
Discretion
|
|
|
The HRC may accelerate vesting or exercisability of an award. The HRC may
adjust performance objectives in an objectively determinable manner to reflect events occurring during the performance period that affect the applicable performance objective.
|
|
|
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 93
|
|
|
|
|
|
|
|
|
EXECUTIVE COMPENSATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adjustments
|
|
|
The HRC may make adjustments in its sole discretion to the
terms of any award, the number and type of securities issuable under the award and the number of common shares issuable under the LTIP in the event of a capital reorganization, the payment of a stock dividend (other than a stock dividend
that is in lieu of a cash dividend), or in the event of an amalgamation, combination, arrangement, merger or other transaction or reorganization of the company that does not constitute a change in control.
|
|
|
|
Amendment
|
|
|
The HRC may amend the LTIP or outstanding awards, or terminate the LTIP as
to future grants of awards, except that a change that would affect materially and adversely an employee’s rights under the award is subject to the employee’s consent unless expressly provided in the LTIP or the terms of the award at the
time of grant.
Shareholder approval is required for any amendment that:
(a)
increases the number of common shares available for issuance under the LTIP or increases the limits on awards to insiders (except with respect to the adjustments described above);
(b)
permits non-employee directors to receive awards;
(c)
reduces the exercise price of an award (including by cancelling an award and reissuing an award to the same participant with a lower exercise price) except pursuant to the provisions of the LTIP which permit the HRC to make equitable
adjustments in the event of transactions affecting the company or its capital;
(d)
extends the term of any award beyond its original expiration date (except where the expiration date would have fallen within a company blackout period or within five business days thereafter);
(e)
permits an award to be exercisable or settled beyond 10 years from its grant date (except where the expiration date would have fallen within a company blackout period);
(f)
permits awards to be transferred other than to a “permitted assign” (as defined under Canadian securities law) or for normal estate settlement purposes; or
(g)
deletes or reduces the range of amendments which require shareholder approval.
|
|
|
|
|
|
|
|
|
|
1.
|
In the Termination and Change in Control Provisions table above, if a participant resigns for good reason following a change in
control, unvested awards granted prior to the change in control continue to vest or accelerate, as applicable.
|
|
2.
|
The LTIP was amended in 2023 to update certain definitions, ensure compliance with applicable laws and clarify that award payouts
are inclusive of vacation pay, and again in 2024 to clarify that only awards granted at least six months prior to a participant providing notice of retirement will continue to vest and be settled or exercisable, subject to applicable
conditions. The summary table does not reflect amendments adopted on March 4, 2026, which updated certain definitions (including the definition of market price), clarified interpretive and compliance provisions and made other housekeeping
amendments.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Power Workers’ Union Share Grant Plan(1)
|
|
|
Society of United Professionals Share
Grant Plan(1)
|
|
|
|
Benefit
|
|
|
Right to receive common shares on April 1 of each year for up to a specified
number of years beginning April 1, 2017
|
|
|
Right to receive common shares on April 1 of each year for up to a specified
number of years beginning April 1, 2018
|
|
|
|
Eligibility
|
|
|
Employees represented by the Power Workers’ Union and contributing to the
Hydro One DBPP as of April 1, 2015
|
|
|
Employees represented by the Society of United Professionals and
contributing to the Hydro One DBPP as of September 1, 2015
|
|
|
|
|
|
3,981,763 common
shares (0.66% of the outstanding common shares)
|
|
|
1,434,686 common
shares (0.24% of the outstanding common shares)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
94 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
1.
|
The share grant plans were amended in 2024 to allow consistent treatment and to harmonize language between the plans regarding
participants who are Canadian resident taxpayers who elect to hold all or part of the shares granted to them under the plans in their Registered Retirement Savings Plan and/or their Tax-Free Savings Account. The changes approved on
June 3, 2024 and accepted by the TSX in July 2024 do not require shareholder approval.
|
|
Hydro One Limited | 2026 Management Information Circular 95
|
|
|
|
|
|
|
|
|
OTHER INFORMATION
|
|
|
|
|
|
|
96 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
|
|
|
|
|
Copies are also available under Hydro One’s profile on SEDAR+ at www.sedarplus.com.
|
|
|
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 97
|
|
|
|
|
|
|
|
|
OTHER INFORMATION
|
|
|
|
|
|
|
98 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
Hydro One Limited | 2026 Management Information Circular 99
|
|
|
|
|
|
|
|
|
SCHEDULE A
|
|
|
|
|
|
|
(a)
|
the Company’s brand, reputation and culture of integrity;
|
|
(b)
|
the strategy, operating model, and organizational structure of the Company;
|
|
(c)
|
the Company’s capital and financial structure and performance;
|
|
(d)
|
the Company’s approach to environmental, social and governance matters relating to the long-term health and sustainability of the
Company;
|
|
(e)
|
the appointment and succession of the Company’s CEO;
|
|
(f)
|
the Company’s relationships and engagement with its key stakeholders;
|
|
(g)
|
material regulatory matters and public policy initiatives associated with the electricity and utility sector impacting the Company;
and
|
|
(h)
|
the identification, assessment and management of the Company’s principal risks.
|
|
1.
|
Promoting a culture of integrity, ethical leadership, diversity, inclusion, health safety and sustainability within the Company and
its leadership.
|
|
2.
|
Assessing the adequacy and effectiveness of management’s programs, policies and procedures to preserve and enhance the Company’s
culture, brand and reputation.
|
|
3.
|
Satisfying itself as to the integrity of the Chief Executive Officer and other direct reports and other key employees of the
Company and its subsidiaries as the Committee or Board may determine (collectively, the Designated Employees), and their commitment to the cultural and ethical objectives of the Company.
|
|
4.
|
Receiving reports from the CEO on a regular basis with respect to the Company’s culture.
|
|
5.
|
Overseeing and approving the strategy, mission and vision of the Company.
|
|
6.
|
Overseeing and approving the Company’s annual budget, business plan and Asset Investment Plan.
|
|
7.
|
Adopting processes for monitoring the Company’s performance and progress toward its strategic and operational priorities,
objectives and goals and the adequacy and effectiveness of management’s policies, programs and processes.
|
|
8.
|
Receiving reports from the CEO on a regular basis with respect to the Company’s strategy.
|
|
9.
|
Receiving reports from management on long-term planning and discussions associated with significant or strategic operational
activities and major projects or investments.
|
|
100 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
10.
|
Overseeing and approving the capital and financial structure of the Company, including its liquidity and capital resources.
|
|
11.
|
Approving the external auditors to be engaged by the Company to be proposed for shareholder approval.
|
|
12.
|
Approving the declaration and payment of dividends.
|
|
13.
|
Approving (i) new capital or Operations, Maintenance and Administration project expenditures (and, if and as required, cumulative
variances relating thereto) requiring the approval of the Board under the Company’s Delegation and Exercise of Authority Policy and Expenditure Authority Register (the EAR) and (ii) other strategic and/or long-term investments, projects
or capital allocation programs or activities of the Company.
|
|
14.
|
Delegating to senior management the authority for expenditures and transactions, subject to specified limits under the EAR, beyond
which Board approval is required.
|
|
15.
|
Overseeing the accurate disclosure and reporting of the financial performance of the Company to shareholders, other securityholders
and regulators on a timely and regular basis, including reviewing and approving the Company’s financial statements, management’s discussion and analysis and earnings releases.
|
|
16.
|
Overseeing the adequacy and effectiveness of the Company’s internal controls and disclosure controls and procedures, including to
ensure compliance with applicable laws and the Company’s policies and procedures.
|
|
17.
|
Overseeing and approving the Company’s overall approach to corporate governance, having regard to the Governance Agreement between
the Company and the Province of Ontario (the “Governance Agreement”), including the terms of the Board and Committee Mandates, the Company’s Corporate Governance Guidelines and other corporate governance policies and standards, and having
regard to governance best practices.
|
|
18.
|
Overseeing structures and procedures to enable the Board to exercise objective and independent judgment and oversight of the
management of the Company’s business and affairs.
|
|
19.
|
Overseeing succession planning for the Board, orientation and ongoing educational opportunities for directors and the annual
assessments of the effectiveness of the directors and the Board as a whole.
|
|
20.
|
Overseeing the succession plans for the Chief Executive Officer and associated contingency preparedness.
|
|
21.
|
Delegating to Board Committees oversight of specific matters (except for the authority of the Governance & Regulatory Committee
over the management and oversight of the director nomination process in accordance with the Governance Agreement), and appointing, where appropriate, ad hoc committees to assist the Board in discharging its responsibilities.
|
|
22.
|
Overseeing material regulatory matters relevant to the Company’s strategies, business and operations, including the Company’s
relationships with electricity and utility regulators.
|
|
23.
|
Overseeing and approving management’s proposed strategies and plans relating to significant transmission, distribution or combined
rate filings or applications and other material regulatory matters requiring approval by electricity and utilities regulators, agencies or authorities.
|
|
24.
|
Overseeing material corporate affairs initiatives relevant to the Company’s strategy, business and operations.
|
|
25.
|
Overseeing and receiving reports from management on the Company’s investor relations activities and investor feedback.
|
|
26.
|
Overseeing and approving the Company’s Indigenous Peoples strategy and engagement framework, including with respect to the
Company’s partnerships and other significant relationships and engagement with Indigenous Peoples and the adequacy and effectiveness of management’s policies, programs and procedures to enhance long-term relationships of trust and mutual
respect with Indigenous Peoples.
|
|
Hydro One Limited | 2026 Management Information Circular 101
|
|
|
|
|
|
|
|
|
SCHEDULE A
|
|
|
|
|
|
|
27.
|
Overseeing the Company’s approach to engagement and communications strategies and policies relating to the Company’s customers and
other key stakeholders, including shareholders, Indigenous Peoples, employees, financial analysts, governmental and regulatory authorities, the media and the communities in which the Company operates, as well as processes to ensure the
timely, accurate and complete disclosure of material developments impacting the Company.
|
|
28.
|
Receiving reports on the activities of the Company’s independent Ombudsman.
|
|
29.
|
Overseeing, reviewing and, where applicable, approving the Company’s strategies and approach relating to sustainability matters
including environmental, social, governance, climate change, and health and safety matters.
|
|
30.
|
Reviewing and approving the Company’s public documents relating to sustainability.
|
|
31.
|
Overseeing the Company’s human resources strategy and plans, including diversity and inclusion policies and practices.
|
|
32.
|
Overseeing and approving the appointment and succession of the Chief Executive Officer and their performance and compensation.
|
|
33.
|
Overseeing, in coordination with the Chief Executive Officer, the process and plans for the appointment, succession and
compensation of all other senior management and their performance.
|
|
34.
|
Overseeing and approving the Company’s Enterprise Risk Management framework and programs for identifying, assessing and managing
the Company’s principal risks, including, but not limited to, any applicable material environmental and social-related risk, with a view to achieving an appropriate balance between the risks incurred and potential returns and the
long-term sustainability of the Company.
|
|
35.
|
Overseeing and assessing the adequacy and effectiveness of programs and processes for identifying, assessing and managing or
mitigating the Company’s principal risks and ensuring that primary oversight responsibility for each of the key risks identified in the Enterprise Risk Management framework is assigned to the Board or one of its Committees.
|
|
36.
|
Overseeing the Company’s material cyber security, physical security, data privacy and information technology infrastructure,
policies and programs.
|
|
37.
|
The Board is responsible for reviewing and approving the policies listed in Appendix “A”.
|
|
102 Hydro One Limited | 2026 Management Information Circular
|
|
|
|
1.
|
Code of Business Conduct;
|
|
2.
|
Whistleblower Policy;
|
|
3.
|
Director Conflict of Interest Policy;
|
|
4.
|
Corporate-Shareholder and Stakeholder Engagement Policy;
|
|
5.
|
Director Compensation, Travel and Expense Policy;
|
|
6.
|
D&O Insurance Policy (changes of insurer or material changes);
|
|
7.
|
Insider Trading Policy;
|
|
8.
|
Skills Matrix;
|
|
9.
|
Board Diversity Policy;
|
|
10.
|
Majority Voting Policy;
|
|
11.
|
Corporate Disclosure Policy;
|
|
12.
|
Corporate Governance Guidelines;
|
|
13.
|
Mandate of the Ombudsman;
|
|
14.
|
Mandates of the Board and Board Committees;
|
|
15.
|
Position Descriptions for the CEO, the Chair, the Directors and the Committee Chairs;
|
|
16.
|
Environment Policy;
|
|
17.
|
Health & Safety Policy;
|
|
18.
|
Public Safety Policy;
|
|
19.
|
Indigenous Relations Policy;
|
|
20.
|
Audit & Non-Audit Services Pre-Approval Policy;
|
|
21.
|
Policy for Hiring Employees/Former Employees of the External Auditor;
|
|
22.
|
Fraud Risk Assessment Management Program;
|
|
23.
|
Anti-Bribery and Anti-Corruption Policy;
|
|
24.
|
Compensation Recoupment Policy;
|
|
25.
|
Executive Share Ownership Guidelines and Anti-Hedging Policy;
|
|
26.
|
Cash Settled Long-Term Incentive Plan;
|
|
27.
|
Defined Benefit and Defined Contribution Pension Plan;
|
|
28.
|
Employee Share Purchase Plan;
|
|
29.
|
Long Term Incentive Plan;
|
|
30.
|
Management Deferred Share Unit Plan;
|
|
31.
|
Non-Employee Director Deferred Share Unit Plan; and
|
|
32.
|
Non-Registered Savings Plan.
|
|
Hydro One Limited | 2026 Management Information Circular 103
|
|
|
|
|
|
|
|
|
SCHEDULE A
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investors
|
|
|
Hydro One Investor Relations
483 Bay Street, South Tower, 7th Floor
Toronto, Ontario, Canada M5G 2P5
Email: investor.relations@HydroOne.com
|
|
|
|
Customers
|
|
|
Hydro One Networks Inc.
P.O. Box 5700,
Markham, Ontario, Canada L3R 1C8
Billing and Service Inquiries: Tel: 1-888-664-9376
Report an Emergency (24 hours): Tel: 1-800-434-1235
|
|
|
|
Shareholders looking for information on voting or technical support if attending the
shareholder meeting virtually
|
|
|
Broadridge Investor Communications Corporation
How to Vote:
By phone: 1-800-474-7493 (English) or 1-800-474-7501 (French)
Online: www.proxyvote.com
(enter the control number located on the voting instruction form)
URL for attending the shareholder meeting virtually:
www.virtualshareholdermeeting.com/ HRNNF2026
Technical support line: 1-844-986-0822 or 303-562-9302 (International)
|
|
|
|
Shareholders changes in share registration, address changes, dividend information, lost
share certificates, estate transfers, or duplicate mailings
|
|
|
Computershare Trust Company of Canada
320 Bay Street, 14th Floor,
Toronto, ON M5H 4A6
Tel: 1-800-564-6253 or 514-982-7555
Fax: 1-888-453-0330 or 416-263-9524
Email: service@computershare.com
|
|
|
|
Independent directors
|
|
|
Chair of the Board
c/o the Corporate Secretary
483 Bay Street,
South Tower, 8th Floor Reception
Toronto, Ontario, Canada M5G 2P5
Email: corporatesecretary@HydroOne.com
|
|
|
|
Executive compensation matters
|
|
|
Chair of the Human Resources Committee
c/o the Corporate Secretary
483 Bay Street,
South Tower, 8th Floor Reception
Toronto, Ontario, Canada M5G 2P5
Email: corporatesecretary@HydroOne.com
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stay current with the latest Hydro One investor information and sign up for email alerts by
visiting www.HydroOne.com/ Investor-Relations.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reminder about shareholder mailings
We announce our financial results by
media release, and our financial statements and management’s discussion and analysis (MD&A) are available on our website (www.HydroOne.com).
If you are a shareholder and want to
receive paper copies of our interim financial statements and related MD&A and/or our annual financial statements and related MD&A in 2026, you must mark the request box at the bottom of your proxy form (registered shareholders) or voting instruction form (beneficial shareholders).
|
|
|
|
|
|
|
104 Hydro One Limited | 2026 Management Information Circular
|
|
|