Over the past year, Manitoba Hydro has been making headlines as the provincial government implements projects aimed at fulfilling the Affordable Energy Strategy. This includes the refurbishment of Bipoles I and II, the installation of Northern EV chargers, and the introduction of 600 MW of Indigenous-owned wind energy. While the financial aspects of these initiatives have garnered considerable attention, another equally critical dimension has been largely overlooked: the staffing requirements essential for supporting Hydro’s evolving capital plan.
In the book Austerity in Manitoba, released in November 2025, important lessons reveal that investing proactively in in-house expertise at Crown corporations like Manitoba Hydro is often more cost-effective in the long run compared to depending on external contractors. Although staffing issues may not always be front and center, they play a crucial role in managing costs effectively, especially as the province gears up for major infrastructural changes in the energy sector.
Tim Smith / Brandon Sun files
Training and apprenticeship programs for Manitoba Hydro power line technicians can take years.
According to documents submitted to the Public Utilities Board (PUB), Hydro has formulated a strategy aimed at rebuilding internal staffing capacity, a necessity given the recent history of staff reductions. Proactive attention will be required to circumvent the challenges posed by contracting out tasks, such as potential delays and safety concerns, which could offer setbacks similar to those experienced in the past.
As part of its ambitious vision, Manitoba Hydro is gearing up to roll out a 10-year plan aimed at expanding the province’s electrical grid to meet increasing demand. Although the Integrated Resource Plan that will navigate this expansion is still under wraps, Hydro has already made significant announcements that showcase the first steps in this process.
For instance, in July, Hydro unveiled plans for a comprehensive overhaul of its two main transmission lines, Bipole I and II. This project, currently pegged at an estimated $7 billion, aims to replace aging converter stations that have exceeded their intended lifespan.
On November 6, there was another key announcement regarding the expansion of the electric vehicle (EV) charging infrastructure. Hydro plans to build six fast-charging stations along Highway 6, enhancing connectivity between Winnipeg and Thompson by the spring of 2027.
Furthermore, the province has indicated intentions to construct a new gas-fired electricity generating station in the Westman region, a move that has sparked some controversy yet reflects the unrelenting need for increased capacity as the province transitions to greener energy solutions.
Strategically managing costs associated with these ventures will rely heavily on a comprehensive plan for training and hiring new staff. In Hydro’s recent general rate application, it was revealed that the organization is still recovering from layoffs and hiring freezes enacted by the prior government. Between the fiscal years of 2016-17 and 2020-21, Manitoba Hydro saw a reduction of approximately 1,500 positions, equating to nearly a 23% decline in the workforce.
While Hydro is making attempts to rehire some of this lost capacity, projections indicate that staffing levels will still be nine percent lower than those of the 2016-17 period by the end of 2027-28. This reduction in staff has compounded issues such as increased reliance on expensive third-party contracts, delayed maintenance investments, and heightened pressures on remaining employees.
Internal records suggest that the time required to complete major work orders, such as connecting new customers to the grid, has surged from 351 days in 2019-20 to 485 days in 2023-24, which complicates development timelines. Simultaneously, Hydro is facing a backlog in maintenance and vegetation management, augmented by ongoing delays that raise both costs and the risk of outages.
Worker testimonies highlighted in Austerity in Manitoba pinpoint the complications caused by contracting maintenance work. Issues such as repeated errors in installation and maintenance force frontline staff to oversee or redo work, further complicating an already strained operational structure.
Under the current agreement with the International Brotherhood of Electrical Workers (IBEW) Local 2034, Manitoba Hydro is obligated to recruit at least 200 full-time equivalents (FTEs) over the next two years to bolster front-line operations. This step is certainly encouraging, but it is vital that hiring initiatives do not stagnate once this target is reached, ensuring a steady influx of skilled workers is maintained.
It is important to note that many positions within Hydro require extended training periods, making consistent recruitment a necessity. Current estimates indicate that Hydro will not have a full complement of tradespeople until the 2029-30 fiscal year, a delay stemming from training backlogs that have plagued the organization for the past decade.
Moreover, it is essential for public reporting on the staffing capacity of IT and planning divisions to ensure these areas receive due attention. Recent decisions surrounding the extension of a third-party IT contract have sparked concerns about whether this work could have been handled internally instead.
As Manitoba Hydro embarks on this cycle of expansion, the pressure to keep expenses in check is palpable. Every cost associated with these projects must be justified to the PUB to ensure the interests of provincial ratepayers are prioritized. However, lessons from past experiences stress that cutting costs disproportionately at the expense of frontline staff only escalates long-term costs.
Niall Harney is a senior researcher at the Canadian Centre for Policy Alternatives, holding the Errol Black Chair in labour issues, and underscores the importance of focusing on staffing strategies as a pivotal aspect of Hydro’s comprehensive growth plan.