This subsidiary develops and markets coal combustion technologies and products, mainly from the company’s Alberta coal-fired stations (ATCO.com, 2015).
Human resources
Under this, the company is training and employee expertise is evaluated to measure its skill availability. According to Choo & Bontis (2002), the major aspects of the company’s strategic flexibility are determined by its human resource work force. Additionally, some other aspects of the company’s human resource power are the employees’ commitment and loyalty, at the same time, their capacity to maintain the competitive advantage. The key indicators of the human resource viability include educational, technical and professional qualifications of the employees. At the same time, industry compensation and record of the company’s labor disputes are crucial. Finally, the employee turnover is another significant key indicator of the company industry’s human resource.
The company’s executive team comprises of the President (who also acts as the COO), three vice presidents (finance & planning, commercial & risk, and manufacturing) (ATCO Ltd, 2015c). The company also has a controller who is responsible for all financial aspects of a company, covering the areas of financial reporting and operational accounting, alongside treasury functions and planning. The director of infrastructure is responsible for leading the development of the company’s business and initiatives. The senior manager who is the head of leadership and direction of the entire team heads the Human resource department. The responsibilities of the manager include spearheading the progressive strategy and sustainable growth. According to ATCO, they are committed to offering divers e opportunities for their employees (ATCO Ltd, 2008). The entire work force is 7,700 people strong, all working across its 9