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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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