Stakeholder engagement

Engagement channels

• ATB’s Board Chair provides regular reports to the President of the Alberta Treasury Board and Minister of Finance (Minister).
• ATB’s CEO provides regular reports to the Deputy Minister of Alberta’s Treasury Board and to the Minister
• The Minister provides direction and feedback to the Board and CEO during annual strategic planning.
• ATB provides information to the Alberta Superintendent of Financial Institutions (ASFI) on an ongoing basis, consistent with the requirements of ATB’s mandate and roles document.
• Each quarter, the ASFI reviews ATB’s financial results as well as the minutes of all major management committee and Board committee meetings.
• ATB holds an annual public meeting open to all clients, team members, and interested community members.

• We have adopted a new team member sentiment strategy that adopts Employee Experience World Norm benchmark comparisons that enable ATB to adopt a new bimonthly sequence of strategically themed pulse surveys. Moving away from one annual team member survey, we are now better positioned for more timely, shorter, and effective pulse surveys to disseminate results and insight to leaders for action.
• ATB has developed its own proprietary index to measure cultural health (CHI).
• Over the last year, ATB launched the Anytime Feedback mechanism for team members to provide spontaneous feedback—an idea or suggestion, question, or concern on anything related to ATB. Team members have the option to continue the conversation or remain anonymous.
• ATB Connect, ATB’s intranet site, promotes team member interaction and engagement.
• Our President and CEO, Curtis Stange, spends at least 30 minutes with all team members each week in a segment called “Fridays in 30.” During this time, Curtis gives team members insight into what’s on his mind and responds to questions.
• Our monthly Wellness Wednesday livestream with our President and CEO focuses on four pillars of wellness for team members. Experts are brought in to discuss physical, mental, financial, and spiritual wellness.
• Any team member can directly contact our President and CEO and Strategic Leadership Team.
• Each area of expertise (AoE) / strategic service unit (SSU) has regularly scheduled meetings and/or broadcasts where leaders share high-level updates. Team members are encouraged to ask their leaders questions.
• “Dear John” is a Google app where Everyday Financial Services (EFS) team members can share their voice. It is open for any and all ideas about our products and services, how we can transform and elevate our client experience, or let us know when something isn’t working. The tool has received more than 7,150 submissions, including 377 this year alone.
• ATB is subject to the Public Interest Disclosure (Whistleblower Protection) Act (PIDA). Under the Board-approved safe disclosure policy, team members may anonymously contact an external service provider to issue suggestions and complaints.

• Client loyalty is measured through our Client Advocacy Index (CAI) in all AoEs (EFS, Business, and Wealth). Moving forward, this metric will be replaced by the more comprehensive Client-Obsessed Value (COV), which measures the health of a client’s relationship with ATB.
• Service Evaluation studies are completed with new clients joining ATB and disappointed clients leaving ATB. We use what we learn to improve our products, processes, and service.
• My Two Cents Panel is an ATB owned and operated client panel where in-house researchers run studies with our clients. 
• We can ask questions in a quarterly omnibus study to receive regular feedback on all aspects of our service.
• The Client Intelligence team exists to hear the Voice of the Client (VoC), which collects client feedback, mines it for insights, and then allows  us to incorporate the insights into business decisions.
• We record every call to ATB Client Care and mine the conversations for insights to enhance our clients’ experience.
• We have a formalized Client Feedback Policy that guides customers with concerns.
• We use social media to directly engage clients.
• We engage small and medium-sized business owners through our Business AoE and our Entrepreneur Centres.
• The Owl is a daily economic forecast produced by our economists.
• Based on a deep understanding of the unique features of Alberta's economy, ATB’s Alberta Economic Outlook presents a forecast for GDP and employment growth.
• The Future Of podcast, hosted by ATB's Chief Economist Todd Hirsch, connects with leaders who share their unique insight to help listeners navigate into the future.
• ATB leaders and experts participate in business and community events across the province.
• Marketing campaigns invite Albertans to engage in conversations with ATB in support of ATB’s brand promise to listen.
• Every quarter, we engage a representative sample of Albertans who do not use ATB to assess their willingness to bank with ATB and their perceptions of ATB as a company.

• As a Crown corporation (commercial enterprise), ATB is subject to the U.S.-Mexico-Canada Agreement and the New West Partnership Trade Agreement.
• ATB Supplier Resources provides additional information for suppliers looking to partner with ATB.
• ATB Nexus and the Alberta Purchasing Connection (the Province of Alberta’s website for managing public purchasing opportunities) are online portals where ATB posts supplier opportunities.

• ATB’s Social Impact team engages with our community partners on an ongoing basis.
• ATB’s Community Initiatives team manages our corporate sponsorships across the province.
• We have an online application portal for donation and sponsorship requests on atb.com.
• We use corporategiving@atb.com to address inquiries regarding applications for funding.