2012_04_05 exhibit b_16_4 bc hydro ires to cope_1_64_4 new

British Columbia Hydro and Power Authority, 333 Dunsmuir Street, Vancouver BC V6B 5R3 www.bchydro.com

Janet Fraser

Chief Regulatory Officer Phone: 604-623-4046 Fax: 604-623-4407 [email protected]

April 5, 2012 Ms. Alanna Gillis Acting Commission Secretary British Columbia Utilities Commission Sixth Floor – 900 Howe Street Vancouver, BC V6Z 2N3 Dear Ms. Gillis: RE: Project No. 3698622

British Columbia Utilities Commission (BCUC) British Columbia Hydro and Power Authority (BC Hydro) Amended F2012 to F2014 Revenue Requirements Application (F12-F14 RRA) Errata to Amended New Appendix II, pages 64 and 65 of 271 Revised Responses to BCUC Information Requests (IRs) 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3 Responses to Canadian Office and Professional Employees Union Local 378 (COPE) SUPPLEMENTAL IRs 1.62.1, 1.62.2 and 1.62.3 and New COPE IR 1.64.4

BC Hydro is writing in connection with both the above referenced application and IRs related to that application. First, in preparing responses to Round 2 IRs, BC Hydro discovered an error in Figure II-3-2, New Appendix II and Amended New Appendix II as provided in Exhibits B-1-3 and B-1-3B respectively. An incorrect line from the source spreadsheet was graphed. The corrected figure and references to its values are provided in the Amended pages 64 and 65 of 271, which are attached. Second, subsequent to filing the responses to the Round 1 IRs from the BCUC, BC Hydro determined that the responses to BCUC IRs 1.91.1, 1.118.1, 1.234.1, 1.358.1 and 1.455.3 were incorrect or incomplete. BC Hydro therefore is filing revised responses to these IRs to provide corrected information. Third, subsequent to filing the responses to Round 1 IRs from COPE, COPE submitted SUPPLEMENTAL COPE IRs 1.62.1A, 1.62.2A, 1.62.3A and NEW COPE IR 1.64.4. BC Hydro is submitting a response to NEW COPE IR 1.64.4 at this time. As set out in the response to SUPPLEMENTAL COPE IR 1.62.1A, BC Hydro will be filing its F2015 – F2017 rate forecast no later than April 27, 2012 and will also be filing its responses to 1.62.2A and 1.62.3A at that time.

B-16-4

mailto:[email protected]

cnsmith

BCH F2012-2014RRA

April 5, 2012 Ms. Alanna Gillis Acting Commission Secretary British Columbia Utilities Commission Amended F2012 to F2014 Revenue Requirements Application (F12-F14 RRA) Errata to Amended New Appendix II, pages 64 and 65 of 271 Revised Responses to BCUC Information Requests (IRs) 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3 Responses to Canadian Office and Professional Employees Union Local 378 (COPE) SUPPLEMENTAL IRs 1.62.1, 1.62.2 and 1.62.3 and New COPE IR 1.64.4 of 2

Therefore, attached are as follows:

Exhibit B-1-3C Errata to Amended New Appendix II, Amended pages 64 and 65 of 271

Exhibit B-15-2 Revised Responses to BCUC IRs 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3

Exhibit B-16-4 Response to SUPPLEMENTAL COPE IR 1.62.1 and NEW COPE IR 1.64.4

For further information, please contact Fred James at 604-623-4317 or by e-mail at [email protected]. Yours sincerely,

Janet Fraser Chief Regulatory Officer bh/ma

Copy to: BCUC Project No. 3698622 (Amended F12-F14 RRA) Registered Intervener

Distribution List.

Canadian Office and Professional Employees Union, Local 378 SUPPLEMENTAL Information Request No. 1.62.1 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012

Page 1 of 2

British Columbia Hydro & Power Authority F2012 to F2014 Revenue Requirements Application (F12-F14 RRA)

Exhibit: B-16-4

62.0 PROJECTED RATES AND DEFERRAL BALANCES

Reference: BC Hydro F2011 Revenue Requirements, Commission Order G-180-10, Appendix B (Negotiated Settlement Agreement), page 8, para. 9 (xv),

BC Hydro Commitments

“9. BC Hydro shall:

xv. engage with government regarding informing customers of future rate increases beyond those which are currently published. The 5 year rate increase forecast provided in the response to JIESC IR 3.40.3 (Exhibit B-13-1), as amended to reflect this settlement and the assumption that the DARR will be set throughout the 5-year period in accordance with the amortization proposal in item #9.i., above, and the net bill impacts are shown in the following table.

Note 1: For F2011 the percentages are annualized weighted averages, reflecting the impact of the changes to the DARR and the F11 RRA settlement credit, as described in items #21 and #22 of this Settlement Agreement.

Note 2: For F2012 the projected annualized rate increase (17.44 per cent) represents the combined effect of a forecast 15.85 per cent rate increase effective April 1, 2011, and the termination of the F11 RRA settlement credit (item #22) also effective April 1, 2011.

Note 3: For F2012 to F2015 the projected DARR is based on the assumptions stated above and the assumption that there are no further increases or decreases in the Deferral Account balances other than due to DARR recoveries and interest”.

1.62.1A Please re-create this table covering fiscal years 2012 through 2017, on the basis of the best information currently available to BC Hydro, and based on the assumption that the present RRA is approved by the Commission in all respects other than the DARR. For the purposes of the table, please make the following assumptions:

water levels are average throughout the period beyond the test period

trade income is constant throughout the period beyond the test period at the projected F2014 level

Canadian Office and Professional Employees Union, Local 378 SUPPLEMENTAL Information Request No. 1.62.1 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012

Page 2 of 2


Exhibit: B-16-4

the proposed LNG facilities in the Kitimat region have no impact

load growth continues throughout the period beyond the test period at the average rate which the Amended Application projects for the test period

the DARR remains at the F13 interim level of 5% from F13 through F17.

amortizations of other regulatory accounts (such as SMI) proceed as proposed in the Amended Application

plus any additional conservative assumptions (which should be identified in the response) which facilitate providing a baseline response

RESPONSE:

Regretfully, for the reasons noted below, BC Hydro is not able to file its rate forecast for F2015 – F2017 at this time. BC Hydro had planned on filing the rate forecast on April 5, 2012 with the rest of its IR responses, however a number of issues have arisen with regard to working through scenarios related to Government Policy and further rate mitigation strategies. BC Hydro agrees that a rate forecast is important to its customers for planning purposes, but also believes that it is important that a realistic forecast be developed. BC Hydro will file its rate forecast for F2015 – F2017 no later than Friday April 27, 2012. BC Hydro realizes this delay may cause some inconvenience to some interveners and would be amenable to supplemental submissions of evidence.

Canadian Office and Professional Employees Union, Local 378 NEW Information Request No. 1.64.4 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012

Page 1 of 2


Exhibit: B-16-4

64.0 RATING AGENCY REPORTS

Reference: Exhibit B-1-3, Appendix BB p.109

The Review Panel describes its approach as follows:

The panel was supported by a multi-disciplinary team who, with the support of expert consultants, conducted a broad scan of BC Hydro, and performed in depth work where they observed gaps, had possible concerns or identified opportunities for improvement.

The team included up to 20 professionals, mostly working on-site at BC Hydro for almost seven weeks. BC Hydro executive, management and staff provided utmost cooperation and support, which was essential in completing the review in the short timeframe. The approach included:

the review of relevant legislation, contracts, agreements and other documentation;

interviews and consultation (sic) senior company executives, BC Hydro staff, the province and other stakeholders;

research for comparable information from other relevant organizations and other jurisdictions; and

review of recent annual reports of the entity and comparators.

(Appendix BB, p. 27 OF 133)

1.64.4 Please file copies of any documents or studies prepared by BC Hydro, the multi-disciplinary team or the expert consultants for the purposes of the work of the Review Committee that addressed the issues covered in pages 40 to 60 of the report, including:

staffing levels;

management to employee ratios;

numbers of engineers required;

a “reasonable level” of employees of 4,800;

overtime;

variable pay; and

post-retirement benefits.

Canadian Office and Professional Employees Union, Local 378 NEW Information Request No. 1.64.4 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012

Page 2 of 2


Exhibit: B-16-4

RESPONSE:

As noted in the response to COPE IR 1.1.4, responding to the document requests in COPE IRs 1.1.4 and 1.1.5 would have required a waiver of privilege over the documents produced for the purpose of the Government Review, and would have entailed a significant amount of effort for minimal probative value.

Subsequent to the filing by BC Hydro of its responses to Information Request No. 1, COPE contacted BC Hydro and proposed that BC Hydro respond to COPE IR 1.64.4 (a narrower request than those in COPE IRs 1.1.4 and 1.1.5) and that it apply high-level “filters” to minimize the number of documents that BC Hydro would have to review in order to respond. BC Hydro has considered the request, conferred further with COPE, and produces the attached documents, on the strength of COPE’s commitment that it will not take the position that privilege over other documents prepared in the course of the Government Review or, more generally, for the purpose of preparing the Amended Application, is waived by this production.

The attached documents were culled from the approximately 2,300 documents produced by BC Hydro to the Government Review by:

1. excluding e-mail and excel spreadsheets;

2. excluding every document that on its face was not a document prepared by BC Hydro for the Government Review team, including, for example, documents dated prior to the Government Review, project completion reports, and so on;

3. excluding, on cursory review only, every document not primarily about staffing or compensation levels at BC Hydro.

The result of applying these “filters” is the bundle of documents attached filed as an attachment to this IR response.

A few points bear noting:

1. A number of the attached documents, while primarily about BC Hydro staffing or compensation levels, do not provide an objective indication of whether they were produced for the Government Review, or were pre-existing documents provided to the Government Review, and BC Hydro has not attempted to ascertain the genesis of each document.

2. Redactions have been made on account of personal information, legal advice, or commercially sensitivity.

3. Most of the documents produced to the Government Review were compiled in the manner that BC Hydro compiles its responses to information requests in a regulatory proceeding. That is, information requested by the Government Review team was produced, for convenience, in the form of an IR response.

t •

pi IRPO'SE: T(HlroVide an updat~ On tl1~ proJected efficlenci~s basecj on· reviews cqndu9t$d as of April 29 • 2011. , t- ••

-SUMMARY:. -Be HyClro i~ committed to managing our organization iii a cost-effective manner and has been undertaking a workforce comp{)~lUon rev[ew, with th~ obJective of findIng staffing efficiencies while ensuring: safety is not compromj~ed. We are targeting a net,reductlon of 300 back office positiD'1S and net.increase of 1QO operational PQsitfons (nat reduction =: 2.00 PTE) betwe.en F12 to 1=14. The net reduction would contribute approxrma1el)f $20M to}v?(9.~ tlie e,xpected $45M reductions as flied [n the 3,~year Revenue Reql,lirernants Application. When .combined with the Bqt¢!~G Hydro integration efficiencies, these additicnal efficiencies will result in a 5~5% ... 6.5% reduction in Be KydfO's WQ@¢t¢e (excluding subsidiaries and Site C & 8MI project teams) during F12 to F14. While many of the 200 _ pO$ition~ ,tiuil)Jnated 'wlll be aohfeved tn F12, our w6r~orce cCfl'lposjtiOl1 revI$w r~ a "continuous. im prov~ment projecf and W~ i~~~IJ~: W;,2Rntinlle to Identify new opportunitIes to streamline our processest eUminate low value work, leveragf.l techilOlogYl 1:I):}~~lSill·~~ffi.ll,ld further reduce staffing levers.

• •• i; ,,:~ "~)';( ~'~~,~~.~':.{'}~ ..

rn January ~f201 f I Human'Resour~s presented tl1e Executlve'Team witfJ::fi{e ~nding$"'Qf,:~~~oss:-company fUnotional and. business group staffing revrew~ This initial review identified 11 siafffngares,s for efficiency. 0PR0tlbnities. As requested by the EXecutive Team I. six addttfonal work groups were also reviewed for potential efflclencitis: .1. Erij~f.prj~e. RiSk, 2 •. Economic '& BusIness Dev~lopm~nt, 3. i;lJterprise strategy & Strategip Pannerships, 4. Office pf the Cni~t·1)~p.hi10Iogy Officer. 5. Treasury and 's.Export Marketing (see page 3 forthe status oUhe :revlewof iflesa six areas). '1 -'. ' '~,

, , ' . . . '\' .1 " ',' :':( INITIAL RECOMMENDATIONS: ., ...... .. . Of ihf) roles a!1d positions reviewed to date. the recommended realization of efficiencies woutd' ocour over the next three

fiscal yearsj with a tnajoritYofth!?se'.red4ctJons being reali4ed wi~hin F12. . . c;o positionefficlencI9s will primarily be achiev(ctt~tough the revlew.of management structures, elilninafion or reduotlon of

work and the consoJiqatrol1 of.disaggresated:~gf~~.~~~~~ed fUnctrons \'I,rlthin a slngle operat[onal or corporate team. . '.t<:! .. i.,~ ,'d.:?; PI,t;:tt ...

REALIZED AND PROPOSED .ef,flCIENCIES: \ i.::); ,:;.,'; ," . (:'m;uJatilfe etroits to date have realized 49 actual effr9i~f),cies:alW .. (:l;t[Jotl?ntiaJ efficiencies fora total of 141 FTE efficjencles

grd the prelfmlnary target of 200 FTE as per belbW,,~' ,'.:1", "':: ~ :. ;,,"'~ ',~ •. " _. '\..:~i_ T~... J<.l.Lr:,)~,/,~'\.}:.:)l' :~_~':!-."

A) Efffcicnci$ ReallzedslnceAprU 1., 2011: -',(,':'\ , .('".(..... , . 1 .,

Back-office effi(:iencie~ 19,;f!~:':i1#l" T~nsmission & Distribution S:};i~~~i( FTE drealn" (ilnaJlocated vacancies at Mar 31' , 2011) 31 xt1~:f,~\

\'~~tj)·.~'

a .Pro ose' ~ _ ten9i~s in ro' ress or purtehtl· ro oseCl : \~>" · 1.Comlnunl6f o.fls'.+·~::'·r.,.'>·~,. .1 confiriTied~ additional in progress

2. Envfv.tQP1,~nt&Susfuh"'~~J.I1~.,. 15.FTE (19%*"') + 6¢ontrac!ors 3. PrS?e!J~rnent . ",~~,j~. 23 FTE (1"4%*"') +6c6ntractors 4. TechnOlOgy . ,/:~~7,1,\, In progress, options being presented May 10 6. Finance.:' /', ',:"~:'r In progress, options being presented May 10

· a. Safely .;. i' ('>"" '",~~. \ If') progreSs; status being presented'on May.S 1. ~rategic Bti~(~~~~" & AdmIn suf{RP~: 2 conflirned + options being presentecl 011 May 10 , ~. Gu~tomer Ca~.:,~!. ~'r, 1 ii'. ;J In pr.ogress, options being presented qn May 3 9. Human Resource,~,:! ;:,''- .S:;'. .In progr.~, optIons being presented on May 10 10Propertres .... ,." -,:., .. ,~I ;21(17%"*) . . '.

· 11 . Training , :. :' 1 \ '(,r .,._:., In progress. status being presented; on May 3 1:£ Enterprise Risk " :f;· ... '·-·, 6 (55%",TBC" . 13. Economic & Business Development 7,(70%) TBC" 14. Strategy & strategic Partn~rships 10 (59%**} i5.0ffice ofthe Chief Technology Officer 1. (70%"",) T8G~ i6.Treasury . o (O%"'*).recommelided 11~EXport MarketIng 0 (0%**) recommended

T .' 1ub-total . ___ . $:2; FTE: + 12 contractors , .... rALA) Realized + B) Proposed 141.,FTE + 12 ~ontractors ,

.. Tee::; final number is de~end.el)t on revJeWQf anDtherfunctfonal area, business group' or other rav/evll/djscllssion Js stRl inJ)rQgress ~" Percentage fUH;luc..6on ::;' applicable to staff on1y. contractor eliminations are an additional CQst~ba~d savings . Note: ~he 100 position shift from back office to front office and Is· currently beIng summarlzed and will be a.vailable at a later date

Gov1t Review ~ WFA Project Update v1 (2).docx DRAFT CONFIDENTIAL 0 (; i

BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1

Page 1 of 115

, REVIEW OFTHE WORKFORCEfcOMPOSITION " , . . ~der" to realize the'efficii;mcf¢$ pmposed a,bove. t/:'ie fqUQ'v{jng fecomnien.daUons have been brought forward"-to th~ J::j.'lC:lJtiy~_T~rrL~Or~911sIge~~ol1 ~11~revf.e.",. ApprQvaHt> jmplemenf~hesa ~pomrrienda~()ns Is e~pec~~d '!1.ld·JI!~~ __

11 Initial Staffing Areas.

2. . .

~ qlari~ ~nd streamline $H&E vs. Business Grq~~<~gCb~ ,'-.".'''.~--responSibilities, gaIning efficiencies /9thr:li' b4~1JJs

II Con soU date. Generation and T&.D environment t~ams into . Buslness.Operatloris GrQuPt gaining efflciencre~ and ·further b.E !mejiU$l':.;~~;,

• Retalil Properties and Site C· current $taffll1~i ElJlf)Cavons as is; .I ... -.... ~"'g·:;:~i'~ access to ESI operations to support some key functions, i.e. SMEs, env!ronmen~ management system . .

. Phase 2:· " . . ~ If the e~istihg targets and' requirements set by Share;holder can be

modified (e.g. GHG), if wourd b.e possible to reduce; defer or sCope dawn U18 existing and dedIcated resources Tn a.~oollnlabJ~-areas . theoperaticnal

.. Foriowing the and'

presented ~ay1 0 "

offices and to other corporate areas (to e.nsure consistent service standards and appropriate career pathing). . ..

Gov't ReYltWi • WFA Project Upqate v1 (2).dOC« DRAFT CONFIDENTIAL

Timing: ' If byF14

fn. pro~ress

Tfmlng: o . F1~~F14

. - -,

. .


Page 2 of 115

6 Additional Work Groups

Treasury

1. Emergency Preparedness & Planning whicn would be transferred and .consolidated with Generation and T&D Emergency Management operations.

I nate Economic and efectrificatlon Analysis function to Procur.ement group. <>:' c,: "";',

Recommend Energy Planning and iro.rl'lo:;p't.· '<:restructured i~'i€l~:tt:t incorporate-some or tflis group's work I. linkbei'.!'I"een short~'_ai}s\ long;.terrI1 planning Wi.th tbe pnrT'l~:'h\:rf~Yhfi,:;i;.,r [nitfatives with "'H~Y;' economio nt impact (e.g. deVelopments, IPPs) w'ffff\i

Enterprise Strategy: $cale back and transfer . ". . ' fllnction to ref[ectthe Stra~gic Planning support ",,", "''''-'''':''-''

. Strategio Partnerships: Streamline resources and .. .. t~19cJUnctlon to . ' '. the ChfeiP[ocurernent officer once LTSS is compf.e.tgcrt6 reflect

of Be Hydro's liqUidity rate, credit, debt servicing,

plan risk management as V'teil as Be ips and forecasts and bal?nce$ from ABSU Accounts Payable are record,ed am~

" :"'." " . .I,' ;,>~~- ... ~rr.-: >

" Gov't Review" WfA Project Update v1 (2).docx , DRAfT CONFlDENTlAL

1",'

riming: Ill' F12-4 FTE g F13 -2FTE

7HE

Timing: rI F12~6FT6 .. F14-1 FTE

Timing: ~ F12-6 FTE g F14 -4 FTE

'TimIng: '01

3


Page 3 of 115

I

NOfe1: PJann;d acro integration efflclencies realized in f:11. The majorIty of the 16$ eliminated roles Included business "'-'~ ~support functions such as-CIJjTlmunlcat/ons,JT,j-1R_and FiI'§nce. •. , '.

..

Note 2: An additional 93 efflc!~n~les realized throU;h the iIl1Plement~tlo~ ~f -; rl~6fQti~ V~;;a"ncy Mal1~gem6nt imd Ap~rovaT : .. ~ .. _-- -Process estai?l!slled In the fall of2009. Each vacancy (s reviewed to derennlne if it cary be elimInated. Roles deeme~ criticalt

allgned to our 6 key goals and safaty objectives l:\re approved to be filled ap.propriatl3ly (employee/contractor).

Note 3:' Phase 1 (Identified) Workforce Analysis Project reductions ofaoO HeE, to be impfementeQ throughout F12 ~ F14. In . supportfunciiol'ls (qcimirJUAicat]ons, Environment, Procurement. IT &Telecom, final1c~, BusIness Support FunctiohJ;;,

Customer and Energy Planrung & ProCurement, HR, Properties, Enterprlse Risk; Economio Development, Tratnln~, Strategy and strategtcParmerships, Transportation, RegulatolY and Mal1al;lsrs & Profewionals in 'Development). • . . .

Note 4: Phase2 (To Bt;) /dentiC6d) further Worl\force Analysis Projeotreductions from bU.siness stlpport functIons are to be identlfled (Implementatlon of standardized management i)nd admlnistratlve support ratios aM furtherfulWtional'rsvfews across-the org"alllzatlon). .

, . Nofe 5: OperatJonal hires to s~pport and enable Be I-lydrq's 6ngoln~ commitroent to saf~ly keeping the lights on •

." An numbers ex¢t~qe BRe 6 and S~~I

0.0 :).


Page 4 of 115

i' .

Requester:

Author:

1.210:01

QUeSTlON:

. Pfease provi"e the 1=07·1 0 Qv~rtlma actuals by business group. and ItffillatlQo,

Response Date: May 30, 2011

RE~PONSE!.

Please see attachmftnt:

-GOV _1_210_01_Att;...01

a F07 .. 1.0 ActLiaf$ Op Cost OvertIme Labour $ by BG by Affiliation (to RM a May 21~11) .

,;... • ., l"

"\ 'J \1 J'" . t4' ) .. j


Page 5 of 115

Note: 8G lnform!Jtl(.!ti is .not co,mparablti year-fa-year as the above dam has not been (esta{(;c/ fOr company reorganizations .

006


Page 6 of 115

Requester.

Autl'lor:

1.212..01

QUESTION:

PleaS$ provide the value of cashed out flex days. ,

Respon;iie Date: . May'3D,2011 ,

RESPONSE:

Please see attach.mmt:

II GOV 1 212 01 Att 01 - """':" . - - -ci Value of Cashed ,Out F[ex Oays

007


Page 7 of 115

Value of Cashed Out Flex Days

M&PFTR -- _ ... ,- ,-- . BenefitS Re~ . New Hires IiJlufng Total LwnpSum

Fiscal Yea I' enrolment1 they~ar2 ---Cash Back Aj)I' t/O€.! to Mar l1/07 $4.839.(41) $287,800 _.$5,.126,340 _. -

Apr 1/01 to -Mar 31/08 ~6,600,9;25 $437,296 -

H,03l} ,221 J\f;lr 1108 to Mar31Jj)$ $8,267.861 $S83,B38 $8;651,699 Af)r1/09 to Mal' 31/10 $6,993,992

-$72,019 $7,025.981

.----.-~.

Apr 1/10 to. Mar31/11 $7. 1_t?9 ,384 .. ~51,606 $7,gZO.990

Notes 1. On e.lim& e!ll!h ~ek Ournp sum) io emplGyeeS >liho !.'!feci ~$h rQr Mme.u all ¢f ih!lirl1e:>; days qllring annual ffHlnrdlmefil

;t One-lime ca.~ll b;y-.kO~rnp ;SUfi'! (0 employen who elBct cash for samll orall oHfuilr n~x tjiil)'$ dunnQ

new hlre 611rolmeni (r,ew hire orcbangticieliIws to r~&P I'TR dUring flst'lll Y<lar) 3, M~P FTT an<! pm. emp!o~!les feool'll! bl~.I'(leldycaeh l;ia.;:k 11'1 Ifeu of "ex c!s>,s

. COPEfTR .

Benefil$ Re .. NeW-HireS Dlwng Total Lump Sum FISCpJ)'[email protected] enrolment" the Year , Cash Back

Apr 1/06 to M<;I(31{Q7 $271.182 $277.182 APr 1J07 to Mar ·31/08 .. $305,43.1

-,-, $305,431

Apt 1/0SioMar 31/09 $398,378 " ---- $398,378

IApr 1/09 to.Mar31/10 . _.-

$396,778 $396,778 ._-

Apr 1/tO to Mar 31/11 $.371J352 , ~,a11,852

4. One-tlme C-aGn OOr~k (lump 5um) ~Q *mplo)'~(11$, V/hq eteot ee,$I'1 fQr S!)rne ", all of theirflexduya qurlrig iiOllillll fMNQII1';:>nl

;;. Unable to prOVide vslue 01 lump ~uh1 cash back for n~w hire$ QI.!JiM llw)'>::ar. This am¢Ui'ibll(}\I!!I b~ mlnlrnal

(::';"i~ .... . ~

Off3


Page 8 of 115

. Request Date: May} 2011

Reques"ter:

Author~

1.213.01

QUESTION:

Pleasa quantify the other M&P pay programs including lu;morariurns, f!;tmQle focation program etc.

Response Date; May 30, 2011

RESPONSE:

. Please see attachment:

• GOV1 213 01 Att 01 .. ....... - "-,. - ~~-

Q Fi0 other Pay Programs

009


Page 9 of 115

F10 Other Pay Programs 'Summary

Honorariums It Program available for M&P employees only • Total cost for Fi0;;; $741,000

Signing Bonuses it Program available for M&P and Executives only " Total cost for F1 0 ~ $513,000 (Map only)

First Aid Allowance It Program available for all employee affiliations • Total cosHer F10 = $67i,000

. Ql,ltv CQ_~ordinator P?I£

'" Applicable to select senior M&P managers who are assigned to be an QrH~aIJ Duty~Coordinator,

-Managers who complete a t·week rotation as the assigned Duty Director are eligibl~ for an honorarium payment in the amount of $500.

It These costs are included in the. honorarium costs as reported above.

Remote.Location Program

• Remote Incentive: o Paid bi-weekly to fu1l4ime regular employees in eligible remote locations; o 6%, 12% or 15% of regular earnings depending on their work location. o Total cosHor F10:: $1.9 million

• Travellncentiye: b Provided to f~lI-time regular employees who are permanently workIng In

locations that are rated in the highest remote category as part of the remote incentive program.

o Total cost for F10 = $350,000

Flo Other Pay Progranii Summary Page 1 on'

010


Page 10 of 115

4.0 Background

Government Review Information Request No. 1.4.1 Dated: April 11, 2011 British Columbia Hydro & Power Authority Response issued Ap~iI 15, 2011

1.4.1 Be Hydro organizational structure including roles and responsibilities.

RESPONSE:

Please find the current organizational chart at the link below:

Page 1 of 1

http://hydroweb/etc/medialib/hydroweb/documents/enterprise/organization charts Icorporate organization.Par.0001.File.tmp/Corp Orgchart April052011.pdf

Be Hydro describes the functions of its Business Groups in the F12 to F14 Revenue Requirement Application starting in Chapter 5 Section 5.4. The Business Groups are: Generation, Transmission and Distribution (T&D), Customer and Corporate Services (Deputy CEO) ; and for the purpose of the F12-F14 Revenue Requirement Application; Corporate Groups.

Additional charts in Appendix V of the RRA have been prepared to reflect the level of detail provided in Chapter 5 ,i for the convenience of the reader, and do not in all cases match the organizational reporting lines but are helpful in following the costs and functions described for each Business Group.

USER - DO NOT REMOVE March 1,20124:09:00 PM (at)


Page 11 of 115

Government Review Page 1 Information Request No. 1.13.1 Dated: April 11, 2011 of 1 British Columbia Hydro & Power Authority Response issued April 15,2011 British Columbia Hydro & Power Authority Exhibit:

13.0 Operating costs

1.13.1

RESPONSE:

Compensation Plans, including total compensation for all senior management (Salary, Benefits, Bonuses, Allowances & Expenses), including benchmarking studies or analysis. Please provide for:

• BO Hydro; • Powerex Corporation; • Powertech Lab Inc.

Documentation provided in confidence to Government auditors. Please see Rick Milone.

USER - DO NOT REMOVE March 1, 20124:10:00 PM (at)

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Page 15 of 115

C,)

.. ~ ... ~

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(Y',

• B

C H

ydro

cov

ered

by

Pub

lic S

ecto

r E

mpl

oyer

s' A

ct

$ P

ublic

Sec

tor

Em

ploy

ers'

Cou

ncil

(PS

EC

) -

Se

t up

to

coor

dina

te L

abou

r R

elat

ions

in B

e P

ublic

Sec

tor

• M

inis

ter

resp

onsi

ble

for

PS

EC

req

uest

s em

ploy

ers/

empl

oyer

as

soci

atio

ns c

reat

e co

mpe

nsat

ion

plan

s •

Com

pens

atio

n P

lan

-B

ase

sala

ry r

ange

s an

d po

licie

s go

vern

ing

sala

ry in

crea

ses

-T

arg

et

and

max

imum

re-

earn

able

inc

entiv

e pa

y an

d po

licie

s m

anag

ing

paym

ent

. -

Em

ploy

ee b

enef

its,

perq

uisi

tes,

car

allo

wan

ces,

exp

ense

, pr

ofes

sion

al f

ees

• R

epor

ting

requ

irem

ents

(e.

g. s

ever

ance

s, e

xecu

tive

com

pens

atio

n di

sclo

sure

) .

.


Page 16 of 115

• P

SE

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erio

dica

lly e

stab

lishe

s m

onet

ary

man

date

s (a

llow

able

in

crea

ses

to c

ompe

nsat

ion

plan

s)

• B

C h

ydro

man

ages

with

in i

ts c

ompe

nsat

ion

plan

un

de

r th

is

fram

ewor

k.

Dec

isio

n B

CH

mak

es in

clud

e -

Incr

easi

ng s

truc

ture

con

sist

ent

with

mon

etar

y m

anda

te

-In

crea

sing

sal

arie

s w

ithin

the

lim

its o

f the

sal

ary

stru

ctur

e -

Pro

mot

ions

up

the

sala

ry s

truc

ture

-

Pay

men

t of

ann

ual

ince

ntiv

e pa

y w

ithin

the

str

uctu

re

• R

equi

rem

ent t

o ch

ange

app

rove

d co

mpe

nsat

ion

plan

s re

quire

s a

busi

ness

cas

e su

bmis

sion

to P

SE

C a

nd a

ppro

val o

f the

M

inis

ter

resp

onsi

ble

for

PS

EC

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Page 17 of 115

c;

!l

CD

• P

ay fo

r P

erfo

rman

ce:

Alig

n em

ploy

ees

to B

CH

obj

ectiv

es

-P

erfo

rman

ce b

ased

sal

ary

incr

ease

s, v

aria

ble

pay

for

Exe

cutiv

e /e

xem

pt s

taff

-

Gai

nsha

ring

for

unio

n st

aff

•

Inte

rnal

Equ

ity:

Pro

vide

sim

ilar

com

pens

atio

n to

sim

ilar

valu

e jo

bs

• E

xter

nal

Equ

ity

-50

th p

erce

ntile

, o

r m

edia

n o

f mar

ket

-C

ompa

re to

sim

ilar

Can

adia

n co

mpa

nies

(C

anad

ian

elec

tric

util

ities

, en

ergy

, co

mpa

nies

with

a s

imila

r ba

se o

f $1-

5 bi

llion

) ..

Ben

chm

arki

ng o

f com

pens

atio

n oc

curs

ann

ually

thro

ugh

third

pa

rty

data

sur

veys

(T

ower

s W

atso

n, M

erce

rs,

Hay

). A

naly

sis

cona

ucte

d in

hou

se.

.. P

erio

dic

benc

hmar

king

of t

otal

rew

ards

(ba

se,

bene

fits,

pen

sion

, tim

e of

f)


Page 18 of 115

ompe

nsat

lon

-C

EO

com

pens

atio

n lim

its -

max

imum

allo

wab

le t

otal

com

pens

atio

n fo

r C

EO

of B

C

Hyd

ro e

stab

lishe

d th

roug

h le

tter

from

Min

iste

r o

f Ene

rgy

of M

ines

. -

Cur

rent

max

imum

is $

.

Boa

rd o

f Dir

ecto

rs

-A

ppro

ve t

he C

EO

's c

ompe

nsat

ion package~

-R

evie

w th

e co

mpe

nsat

ion

of V

ice-

Pre

side

nts,

act

ing

upon

the

adv

ice

of t

he C

EO

an

d up

on t

he r

ecom

men

datio

n o

f the

HR

SC

.

Hum

an R

esou

rces

and

Saf

ety

Com

mitt

ee o

f the

Boa

rd (

HR

SC

) -

App

rove

the

tot

al c

ompe

nsat

ion

philo

soph

y an

d an

nual

ly r

evie

w th

e co

mpe

nsat

ion

stru

ctur

e.

-R

evie

w a

nd a

ppro

ve b

enef

it an

d pe

nsio

n ar

rang

emen

ts f

or

subs

idia

ry C

EO

's.

-R

evie

w th

e pe

rfor

man

ce o

f the

CE

O a

nd r

ecom

men

d to

the

Boa

rd,

com

pens

atio

n fo

r th

e C

EO

inc

ludi

ng s

alar

y, i

ncen

tive

awar

ds,

perq

uisi

tes,

ben

efits

and

oth

er

rem

uner

atio

n.

-R

evie

w a

nd a

ppro

ve t

he C

EO

's r

ecom

men

datio

ns f

or

Exe

cutiv

e T

eam

ba

sed

sala

ry in

crea

ses

and

ince

ntiv

e pa

ymen

ts.

~

:~~

'.>


Page 19 of 115

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o ......., s....

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Page 20 of 115


Page 21 of 115

'-, Tog

ethe

r, w

e w

ill:

• C

on

sid

er

Alte

rnat

ives

to

Rec

ruitm

ent

• P

riorit

ize

and

Fill

Res

ourc

e N

eeds

on

a cr

oss-

BC

Hyd

ro B

asis

bas

ed o

n:

Ess

entia

l, Im

port

ant,

Hol

d, C

ance

l •

Fill

exi

stin

g es

sent

ial

bulle

tins

imm

edia

tely

and

ens

ure

that

our

"ne

t ne

w"

hire

s ea

ch m

onth

rem

ain

with

in o

ur p

lann

ed h

eadc

ount

equ

ival

ent o

f 570

0 (S

ept

2009

) •

Foc

us E

xter

nal

Rec

ruitm

ent

on H

ard-

to-F

ill S

kills

/Rol

es,

Cam

paig

n H

ires,

and

E

arly

Rep

lace

men

t •

Pro

mot

e in

tern

al t

alen

t de

velo

pmen

t whi

le a

dher

ing

to T

ime

in R

ole

Gui

delin

es

and

supp

ortin

g D

iver

sity

•

Tem

pora

ry F

TR

vac

anci

es (

e.g.

mat

erni

ty le

ave)

mus

t be

fill

ed o

n a

Te

mp

ora

ry

Bas

is o

nly

C'J

l ""

"';""

; .,:.

; .. ,'.

... .

!

~.~

CO

NF

IDE

NT

IAL

-D

RA

FT

2


Page 22 of 115

Ste

p O

ne:

Bu

sin

ess

Gro

up

(1-

2 w

eeks

):

• S

enio

r M

anag

ers

and

HR

ass

ess

recr

uitm

ent r

eque

sts

base

d on

prio

ritie

s, b

udge

ts a

nd

wor

kfor

ce p

lans

: C

an w

e el

imin

ate,

red

uce,

hol

d, c

ombi

ne w

ork

(w

ithin

exi

stin

g he

adco

unt)

? If

no,

can

we

use

a C

onsu

ltant

, C

ontr

acto

r / O

utso

urci

ng,

Tem

pWor

ks (

with

in p

lan

ne

d

budg

et)?

S

afet

y an

d Li

ghts

-on

Crit

ical

pos

ition

s ar

e de

emed

app

rove

d an

d su

bmitt

ed d

irec

tly fo

r po

stin

g:

• F

ront

line

pla

nt o

rfie

ld m

anag

ers

• A

IIIB

EW

rol

es

• E

ngin

eers

•

CO

PE

Tec

hnic

ians

, D

esig

ners

•

All

pre-

appr

oved

tra

inee

& a

ppre

ntic

e hi

res

• A

ll ro

les

cove

red

by C

ontr

actu

al o

blig

atio

ns (

MO

A)

• te

mp

ora

ry r

oles

end

ing

with

in t

he fi

scal

ye

ar

(e.g

. m

at le

ave

back

fills

) ar

e ap

prov

ed lo

cally

by

. H

R L

eads

A

ll ot

her

recr

uitm

ent r

eque

sts

go to

the

Vac

ancy

Man

agem

ent T

eam

for

rev

iew

c:·

.

r·,.)

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J C

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Page 23 of 115

, o

·

.,:<

Ste

p T

wo

:

Vac

ancy

Man

agem

ent

Tea

m (1

wee

k):

• R

evie

ws

wee

kly

recr

uitm

ent

requ

ests

with

res

pect

to:

• P

riorit

izat

ion

(as

abov

e pl

us e

mer

ging

prio

ritie

s o

r w

orkp

lace

pre

ssur

es -

e.g.

ove

rtim

e o

r LT

D i

mpa

cts

on t

eam

s)

• • •

HC

E a

vaila

ble

for

exte

rnal

hire

s ba

sed

on p

revi

ous

mon

th's

attr

ition

(av

erag

e 4.

5%)

attr

ition

rat

e =

15-

25 H

CE

lmon

th)

Inte

rnal

Tal

ent

Man

agem

ent c

onsi

dera

tions

(P

rom

otio

n ca

ndid

ates

, R

etur

n to

Wo

rk a

nd

othe

r D

ispl

acem

ent

~sts

' .

.

Alig

nmen

t with

col

lect

ive

agre

emen

ts (

e.g.

CO

PE

Art

icle

9)

Hir

ing

Man

ager

wit

h A

ccen

ture

HR

an

d H

RB

P (

2-12

wee

ks):

Man

ages

pos

ting,

sho

rtlis

ting

and

hirin

g pr

oces

s

!"..)

C

ON

FID

EN

TIA

L-

DR

AF

T

--C::.~

4


Page 24 of 115

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Page 25 of 115

BChlJdrO m EXECUTIVE SUMMARY

VACANCY MANAGEMENT STATUS REPORT - WEEK OF MARCH 28/2011

PURPOSE

To report on current status of vacancies approved for recruitment and the cumulative status of recruitment for F 11.

Summary of Recommendations

For the week of March 28th, the Vacancy Management Team has recomme is expected that 28 of these vacancies (70%) could be filled through internal • M&P vacancies: 1 administrative, 5 professional and 2 managerial % • COPE vacancies: 1 0 clerical, 1 marketing, 1 properties, 1 GTT, ~.

roles; • IBEW vacancies: 2 dispatcher, .1 mechanic, 2 PLT, 1 elect'

The distribution by Business Group is presented

1

2

1

o 3

3

o o o

1

1

o 8 23 9 27

24 5 4 10 3

Balance 19 15 5 2

*Attrition and total positions counter were reset for F11.

3

-1

** Effective November 1, SMI and Site C positions approved for external sourcing will not be counted as using attrition from the pool (as their headcount is outside the target of 6,000 HCE).

Submitted by: CORPORATE HR

CHRO AND HRL T 01/03/2012 GOV _1_085_01_Att_03.doc

1

1

2

o 3

13


Page 26 of 115

BChydrom

EXECUTIVE SUMMARY

Status of approvals since inception of VMT process .

Totals in F11 post

July 5 (integration

date), including current week

Submitted by: CORPORATE HR

CHRO AND HRL T 01 /03/2012 GOV _1_085_01 _Att_03.doc

2

/

i · . .

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Page 27 of 115

Abo

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M

&P

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P3

as a

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ce

expe

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to

re

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rol

e in

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il R

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ow

eve

r ac~irpted

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ff b

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ishe

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ff

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. N

o qu

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eque

st t

o p

ost

wo

rk is

cri

tical

to

ens

urin

g th

at

we

have

con

sist

ent,

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ondi

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l app

rova

l 0

and

ongo

ing

com

mun

icat

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tha

t en

gage

s o

ur

cand

idat

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nnot

sta

rt

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incr

ease

aw

aren

ess

and

mo

tiva

te

earl

ier

tha

n A

pri

l 1,

2011

~""

pa

rtic

ipa

tion

in o

ur

prog

ram

s. S

tron

g an

d ef

fect

ive

and

mu

st b

e go

ne b

efo

re

Re~I

<!§e

ment

co

mm

un

ica

tion

is a

key

str

ateg

y o

f th

e in

dust

rial

ma

rke

ting

pla

n M

arch

31,

201

2. N

o

and

supp

orts

ach

ieve

men

t of o

ur t

wo

pri

ma

ry g

oals

: G

Wh

att

riti

on

aw

arde

d on

and

cust

om

er

tra

nsf

orm

atio

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CPP

C

OPE

11

fu

lfilli

ng

th

is c

on

diti

on

.

Pro

pert

y R

ep 2

po

sitio

n r

ecen

tly V

MT

app

rove

d o

n 2

/1/1

1 w

as

fille

d by

Kim

Wag

ner,

Pro

pe

rty

Rep

in V

erno

n. W

e w

ou

ld li

ke

appr

oval

to

bac

kfill

Kim

. Th

is p

ositi

on fu

lfills

Pro

pert

ies

need

s to

ad

dres

s on

goin

g re

gion

al p

rop

ert

y is

sues

in t

he

so

uth

ern

inte

rio

r.

For

ex.

Dea

l wit

h o

ngoi

ng p

rop

ert

y is

sues

wit

h o

wn

ers

wh

o h

ave

is

sues

wit

h o

ngoi

ng o

pera

tions

of t

he

T&

D s

yste

m;

con

tact

for

mai

nten

ance

of t

he

sys

tem

as

we

ll as

veg

etat

ion

man

agem

ent;

A

cqui

re d

efic

ien

t rig

hts;

and

, de

al w

ith

sen

sitiv

e is

sues

wit

h

ow

ne

rs a

s re

quir

ed.

The

po

sitio

n a

lso

acts

on

be

ha

lf o

fT&

D,

acqu

ires

pro

pe

rty

right

s an

d en

sure

s on

goin

g co

oper

ativ

e re

latio

nshi

ps w

ith

ow

ners

fo

r n

ew

dis

trib

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roje

cts;

and

oc

casi

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sm

all t

rans

mis

sion

pro

ject

s as

req

uire

d.

The

re is

on

ly

1 o

the

r P

roo

ert

v R

eo w

ork

ing

in th

is v

erY

larg

e re

gion

. I

Ve

rno

n

I C

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I

10

3


Page 28 of 115

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ctri

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vice

s

'~

I

Gra

duat

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echn

olog

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trac

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FIT

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rofe

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O.g(

JFe

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nd o

ther

Eng

dis

cipl

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ters

on 7

I

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P4

ffiln

dida

tes

inte

rnal

ly o

r ex

tern

ally

as

an

will

re-

bull

etin

for

a G

IT p

aid

for

by t

he

they

can

put

the

empl

oyee

on

two

6 m

onth

st

atio

n to

get

the

requ

ired

exp

erie

nce

for

the

role

, P

rese

ntly

th

e m

ost s

enio

r EP

C te

ch c

an

Thi

s re

plac

emen

t is

requ

ired

to c

onti

nue

the

capi

tal

proj

ects

(Le.

MC

A 5

/6,

RUS

Pow

erho

use,

~~ ~~Switchgear, e

tc).

It i

s ne

cess

ary

to re

plac

e th

e G

roup

10

who

po

k a

new

rol

e w

ithi

n BC

H t

o m

eet

the

pres

ent a

nd f

utur

e

'l'1Q

wor

kloa

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quir

emen

ts.

I Edm

onds

I C

OPE

I

00

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Ope

rati

ons

role

of

Con

stru

ctio

n M

anag

er r

epur

pose

d as

C

ontr

acts

Pro

fess

iona

l P3

in

the

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stru

ctio

n &

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trac

ts M

gmt

depa

rtm

ent a

s in

crea

sed

activ

ity w

ith

Sit

e C,

Mic

a an

d R

uski

n pr

ojec

ts r

equi

res

mor

e de

dica

ted

cont

ract

man

agem

ent.

The

po

siti

on s

uppo

rts

post

aw

ard

adm

inis

trat

ion

for

engi

neer

ing,

en

viro

nmen

tal,

con

stru

ctio

n m

anag

emen

t and

oth

er s

uppl

y or

ders

acr

oss

the

Gen

erat

ion

LoB

. Thi

s po

siti

on is

nee

ded

to

faci

lita

te t

he

expa

ndin

g ac

tivi

ties

ass

ocia

ted

wit

h ac

crua

ls,

chan

ge m

anag

emen

t, c

laim

s m

itig

atio

n an

d m

anag

emen

t,

hand

ling

ong

oing

com

mer

cial

iss

ues,

tra

ckin

g de

live

rabl

es a

nd

supp

orti

ng p

roje

ct m

anag

emen

t and

pro

ject

eng

inee

ring

. T

his

posi

tion

nee

ds t

o b

e re

crui

ted

exte

rnal

ly to

min

imiz

e th

e in

tern

al

chur

n of

P3

Con

trac

ts P

rofe

ssio

nal.

PLC

supp

orts

. D

iana

The

man

su

ppor

ts th

is a

s a

m -

not a

s FT

R. W

ill b

ulle

tin

for m

for

2 ye

ar

oer

iod

. I

Edm

onds

I

M&

P I

P3

4


Page 29 of 115

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Page 30 of 115

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Page 31 of 115

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hire

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po

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y th

e

pro

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the

m.

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ris

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Page 34 of 115

.'

Request Date: April 28, 2011

Requester:

1.99.1

QUESTION:

FTE reports provided during meeting interview with Nicole Liddell.

Response Date: April 28, 2011

RESPONSE:

Attached.

( "~--


Page 35 of 115

F11 Year-End Headcount Equivalent by Business Group

Excerpt from from the Be Hydro F12-14 Service Plan (pages 36 and 37)

Prepared by April 28, 2011 Page 1


Page 36 of 115

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Page 37 of 115

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Page 38 of 115

Report Analysis

Since September 2009, BC Hydro has been tracking its workforce counts by using the Headcount Equivalent (HCE) metric to forecast nonovertime labour expenditures. HCE equates a full~time employee as a 1.0 count, and a part time employee as 0.6 count (productive labour averaging 3 days per week).

Total BCH HCE (including subsidiaries) at the end of March, 2011 is 6163, with 209 approved external vacancies. When compared with February, there was a 24 HCE increase for the month. March, 2011 was the first month since October that BC Hydro increased HCE. March also represented a decline in approved external vacancies. BC Hydro now has 209 external vacancies, down from the February total of 230.

BC Hydro's post-integration F2011 headcount targ~t is 6000 HCE across all business groups EXCEPT Site C & SMI, Powerex and Powertech. Excluding employees in those groups, BC Hydro's HCE at the end of February is 5777, or 223 HCE ahead of t he target.

BC Hydro's operational groups sawall of the HCE gains in March. Transmission & Distribution increased by 17.4 HCE, Generation by 1 .6 HCE, and Site C & SMI both increased by 4.0 HCE. Corporate support groups (Corporate HR, Communications, etc.) had a net decline of 8 HCE in . March. Further, 92% (193 of 209) of BC Hydro's approved external vacancies at the end of March are in operational groups.


Page 39 of 115

Current Issues

Overtime Management - BC Hydro uses Full Time Equivalency (FTE) as the metric to measure overtime usage across the company. FTE projections forecast how many full time employees it would taketo workthe current levels of overtime by the end of the fiscal year. Below is a summary of BC Hydro's overtime usage after for all of F2011.

• Currently, BC Hydro ended only 26 FTE above its OT plan in F2011. • Earlier projections indicated that overtime could be over 100FTE over the plan. The final result of 26 FTE

represents a marked improvement from prior months, as BC Hydro has done an effective job in curbing overtime usage across the business groups.

• As a comparator, BC Hydro was 23 0 FTE over its overtime plan in F2010.

(ear End Summary (F10 to F11)

HCE Growth - BC Hydro HCE grew by 272 in when comparing year end Fll with FlO. However, in July, 2010 HCE increased by 467 following the integration of BCTC. Total HCE declined by 138 from July, 2010, thru the end of March 2011. BC Hydro realised 166 HCE efficiencies following the integration. Some HCE increases occurred in operations areas, and to the Site C and SMI projects.

O ·1 (, ' r \..1


Page 40 of 115


Requester:

1.101.1

QUESTION:

aCTC Synergy savings allocated by Business Group.

Response Date: April 28

RESPONSE:

Please see attachment:

o BC Hydro - BCTC Integration Forecast F12 Cost Savings


Page 41 of 115

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Page 42 of 115


Requester:

1.105.1

QUESTION:

Please provide the latest employee survey andF11 Headcount by BG further to the April 29th briefing meeting.

Response Date: May 2,2011

RESPONSE:

Please see attachments:

o F11 Year-End Headcount Equivalent by Business Group

• GOV .. J_105 01 Att 02

o BC Hydro 2009 Employee Survey - Overall Report

o BC Hydro 2009 Employee Survey - Executive Summary - WatsonWyatt

{ O, oj 7 U·!· ·0 i.+ .J


Page 43 of 115

Fll Year-End Headcount Equivalent by Business Group

Excerpt from from the Be Hydro F12-14 Service Plan (pages 36 and 37)

Prepared by April 28, 2011 Page 1

04 4


Page 44 of 115

•

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Page 45 of 115

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046


Page 46 of 115

Request Date: May 3,2011

Requester:

1.114.1

QUESTION:

Please explain how the 1,566 standard annual work hours for a year was calculated.


RESPONSE:


o Calculation of F12 standard annualwork hours ( .... \, . .


Page 47 of 115

Work days Definition of work days= weekdays less statutory holidays

annual standard work

Calculation for F2012 # of days daily hours hours

Apr 19 May 21 Jun 22 Jul 20 Aug 22 Sep 21 Oct 20 Nov 21 Dec 20 Jan 21 Feb 21 Mar 22

250 ·

deduct from work days net of statutory holidays Entitlements annual vacation - weighted average 20 flex days 18 sick days 6.7

44.7 205.3

add cash taken in lieu of flex days· 3.5 208.8 X 7.5 1566

t t daily work hrs annual standard work hours

• there was a restriction for M&P employees hired after Aug 2005 in that they could take only 50% of their flexdays entitlements. The balance was to be cashed in

this restriction was removed effective F2012; however, the standard annual work hours were not changed as - employees have the ability to cash in their flexdays - to avoid changing the basis for the calculation of FTE


Page 48 of 115

Request Date: May 4, 2011

Requester:

1.121.01

QUESTION:

Please provide information on the BCTC/BCH integration efficiencies by Business Group.


RESPONSE:


o BCTC/BCH Integration Efficiencies by Business Group


Page 49 of 115

BChydro m

BCTC/BCH Integration Efficiencies by Business Group

Business

Customer & Corporate Groups

Provided by: CORPORATE HR

May 4,2011

Area AR&N Communications Corporate Offices Energy Procurement Finance Human Resources Legal OCIO Procurement Regu SH&E

on Services Field Operations Finance Grid Operations Human Resources Major Project Delivery

7 1 2

21 1

21 5 4 2 2

1

050


Page 50 of 115

Request Date: May 9, 201 1

Requester:

1.150;01

QUESTION:

Please provide further breakdown on travel, dues, etc.

Response Date: May 10, 2011 . RESPONSE:


• GOV 1 150 01 Att 01

o Advertising Expense

• GOV 1 150 01 Att 02

o Donations

• GOV 1 150 01 Att 03

o Employee Loans, Attraction & Retention

• GOV 1 150 01 Att 04

o Fees, Dues and Other Charges

• GOV 1 150 01 Att 05

o Transportation & Moving Expense

• GOV 1 150 01 Att 06

o Travel&Expense


Page 51 of 115

Purpose of this Account

Cost of incentives designed to assist, attract and retain employees in the more remote work locations.

Processing Transactions posted to this account are processed through manual journal entries as they represent forgi For each months that employese met the criteria the monthly repayment is forgiven and charged to Opere

FISCAL_YEAR 2010 2010

SOURCE_SYST BUSINESS_GROUP EM Field Operations ONL Field Operations SJL

Source System Legend ONL Manual Journal Entry SJL Spreadsheet Loaded Journal Entry

ACCOUNT_ DESCRIPTI

ACCOUNT ON 600630 Amort Empl L 600630 Amort Empl L

052


Page 52 of 115

vable loans granted to employees working in remote locations. 3ting Cost.

Amount 1,179.00

292,505.79 293,684.79 refer to tab 2 for details

(";'f~:, \ . "

'- . '"'


Page 53 of 115

SOURCE AP AP AP AP AP EX EX AUT CCS ONL ONL ONL ONL ONL SJL SJL SJL SJL

PEOPLESOFT_ACCOUNT_DES PEOPLESOFT _ACCOUNT _# CRIPTION

600352 600357 600358 600371 600372 600352 600358 600358 600371 600352 600357 600358 600371 600372 600352 600357 600358 600371

EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EASMNTS/R-O-WAY -Expense EXTERNAL COURSE-Expense MEMBERSHIP DUES & OTH FEES-Exp MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EASMNTS/R-O-WAY -Expense EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense

Source System Legend

AP EX AUT CCS ONL SJL

PeopleSoft Account Payable Peoples oft Expenses Custom Autovendor System SAP Custiomer Care Billing System Manual Journal Entries Spreadsheet Load Journal Entries


Page 54 of 115

SAP Account SAP Account #

635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080

Description Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees arid Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues,Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and OtherCharges Dues, Fees and Other Charges

SUM(MONETAR Y_AMOUNT)

957,809.15 8,903.00

12,031,540.62 834,620.62 163,816.46

1,400,392.84 641,192.10 254,497.56

5,294.28 63,544.65

(372,692.01) 238,783.82

1,129,012.00 (232,146.54) 550,000.00

(120,711.85) 52,991.27

17,606,847.97

SUb-total

13,996,689.85

2,041,584.94

(-\ . .


Page 55 of 115

refer to tab 2 for details by Business Group

refer to tab 3 for breakdown by Business Group

O~· / ~) b


Page 56 of 115

Source System AP ONL SJL

ACCOUNT 600363 600363 600363

Source System Legend

PEOPLESOFT _ACCOUNT_DESCRIPTION Transport/Moving Cst-Expense Transport/Moving Cst-Expense Transport/Moving Cst-Expense

AP PeopleSoft Accounts Payable ONL nual Journal Entries SJL Sporeadsheet Journal Entries

""" '" (

I \ " , ' ~-,'


Page 57 of 115

FY2010 5,100,382.99 refer to tab 2 for details 1,520,869.32

702,688.24 7,323,940.55

n C"- n U:> ()


Page 58 of 115

· ;.jCAL YEAR BUSINESS GROUP SOURCE_SYSTEM

2010 Corporate - AP 2010 Field Operations AP 2010 Generation & Engineering AP 2010 Cust Care & Conservation Gr AP

2010 Field Operations 2010 Field Operations

BI CA

2010 Corporate EX 2010 Field Operations EX 2010 Generation & Engineering EX 2010 Cust Care & Conservation Gr EX

2010 Corporate AUT 2010 Field Operations AUT 2010 Generation & Engineering AUT 2010 Cust Care & Conservation Gr AUT

2010 CO~Offi~ ONL 2010 Field Operations ONL 2010 Generation & Engineering ONL 2010 Cust Care & Conservation Gr ONL 2010 Corporate SJL 2010 Field Operations SJL 2010 Generation & Engineering SJL 2010 Cust Care & Conservation Gr SJL 2010 Transmission ONL

,al for all business groups and source systems

AP PeopleSoft Accounts Payable BI PeopleSoft Sundry Billing CA PeopleSoft Contracts Billing EX PeopleS oft Expenses AUT Home Grown Auto Vendor ONL Manual Journal Entry via GL SJL Spreadsheet Journal Entry via GL

PeopleSoft ACCOUNT ACCOUNT,-OESCRIPTION

600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense

600380 600380

600380 600380 600380 600380

600380 600380 600380 600380

600380 600380 600380 600380 600380 600380 600380 600380 · 600380

TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense

TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense

TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE~Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense

TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE~Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense

PeopleSoft Account 600380 = SAP Account 635150

AMOUNT 510,918.73

2,169,500.51 1,164,664.82

183,942.67 4,029,026.73

(8,091.44) (30.70)

(8,122.14) 1 , 035, 795.41

11,429,606.98 6,101,364.86

632,830.63

(".;·i

19,199,697.88 refer to t ---'~2:;;-847',~24~9:-'-i.9~3~

273,911.14 352,766.64 43,143.89

954,071.60 (120,256.03)

(61,367.86) (221,160.17)

(56,700.02) (28,607.26) 129,791.28

2,925.67 (965.78)

3,439.29 (352,900.88)

23,821 ,673.19 C""'\ '-.::::0:;,:...-


Page 59 of 115

:ab 2 - FY201 0 breakdown

060


Page 60 of 115

Request Date: May 4, 2011

Requester:

1.119.01

QUESTION:

Please provide salary totals from F07 to F10 by job level for the Management and Executive positions.

Response Date: May5, 2011

RESPONSE:


o Be Hydro - F07 to F10 Summary of Employees in Management Positions

(<tic)!;;" , I;

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(\ /' 1 ' i -U'" ! \.;


Page 61 of 115

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Page 62 of 115

Request Date: May, 2011

Requester: -Author:

1.219.01

QUESTION:

Please provide the MMBU and Fleet Services Activities and Staffing.


RESPONSE:


o MMBU Staffing and Activities

o Fleet Services Activities and Staffing


Page 63 of 115

MMBU Activities and Staffing

Surrey Operations 72 Employees - $12.1 Million

Surrey Operations

Transportation $3;2 Million

Regional Operations 59 Employees .. $6.3 Million

Materials are sent from regional locations to a central hub in Surrey where the materials are categorized, sorted and sold

• Manage the disposal of all waste materials - hazardous and non hazardous for all of BC Hydro

• Generates revenue· from sales

• Has a benefit for Mi

• 8 employees - 5 COPE and 3 IBEW

• TotaIO&M: $l,795K o Labour: $615K o Materials: $31K o Services: $1,149 K - disposal fees (excludes PCB). Nearly $1 million in cost is for the

disposal. recycling of waste wood products

• Revenue: $3.5 million target for H1 and $8.8 M actual due to one-time cable sale ~ includes revenues from OMD listed below

Highly Confidential and Restricted 1 Materials Management Business Unit

( . -,- ....

(j / /1 V 0 i_r


Page 64 of 115

• OMD takes non contaminated oil and purifies it for reuse in our transformers • The oil has value and reduces our need to purchase new oil from vendors • This area is currently under review as part of the Contaminated Waste long term

sourcing strategy • The operations have been determined to be a safety and environmental risk in the

current location and use of sodium dispersion technology - Decision expected by Sept 2011

• 11 employees -10 ISEW and 1 Manager • Total O&M: $1,479 K

o Labour: $804K o Materials: $70 K o Services: $606 includes disposal costs for solid contaminated materials

• Revenues offset some of these costs - shown under IRD

•

• • • •

Inventory Examination o We measure the accuracy of our inventory by sending inventory examiners into our

warehouses throughout the province to verify that the materials on hand are consistent with the materials in the system.

o These employees are based in Surrey and travel throughout the province • Forecasting and Inventory Planning

o This group works with the Asset Managers, Designers, and Field teams to determine what level of stock we should maintain in throughout our operations. They set min and max levels, reorder points for 250 Catalogue items that represent about 80% of the total volume of materials

• 13 employees o 5 Inventory Examiner - 1 COPE work leader and 4 inventory examiners o 8 Forecasting and Inventory Planners - 2 COPE Forecast analysts and 7 Inventory

Planners o 1 Manager

• Total O&M: $1.6 M o Labour: $1.2M o Materials: $12 K o Services: $381 K - includes travel costs for invento examiners

•



Page 65 of 115

• •

•

This gr.oup is currently primarily a transacti.on precessing gr.oup dealing with the inv.oices and managing the transportati.on and cust.oms venders

• This gr.oup is in transiti.on and will be taking.on a larger r.ole as transp.ortati.on c.o.ordinati.on and d as a. result .of the tranc:rlnr't::>tllnn c:tr::>t<><n'

• 5 empl.oyees - 4 COPE and 1 Manager a We will be adding 2 additi.onal FTT transp.ortati.on c.o.ordinat.ors as part.of the

Transp.ortati.on strategy - .offset by a decrease in 14 empl.oyees in CS Vern.on

• T.otal O&M: $4,408 K a Lab.our: $l,128.1K - this included cress charged wages fr.om C.onstructi.on Services

fer the trucking services they pr.ovide fer MMBU • This am.ount will decrease with the implementati.on .of the transp.ortati.on

strategy and CS charges g.o away a Materials: $4.0K a Services: $3,176K - This is third party trucking and cust.om clearing services

• This will increase in the future as we m.ove mere w.ork t.o c.ontracted pr.oviders and less w.ork is d.one internal - .offset lab.our c.osts a

•

•

This gr.oup is resp.onsible f.or the daily .operati.ons .of a Distributi.on Centre Receiving inb.ound shipments fr.om suppliers and returns fr.om field .ops Putting away materials int.o inside .our .outside st.orage areas Picking and packing .orders

. L.oading trucks a materials t.o sites and field l.ocati.ons

18 empl.oyees -17 IBEW and 1 Manager is in .our Budget a This gr.oup is augmented with m seasonal w.orkers during spring and summer when

v.olumes increase a There are very few skills/requirements f.or this r.ole. We get .our empl.oyees fr.om the

Uni.on Hall and have n.o ch.oice ab.out wh.o they send us. It is seen as an entry level p.ositi.on fer pe.ople wh.o want t.o m.ove int.o apprentice r.oles in Field .operati.ons

a Current Staffing

• 5 Receivers

• 3 Shi


(-'~ .... ( . I 1", l"\ \..J V V


Page 66 of 115

• 7 Pickers/Packers • 3 Loaders • 1 Meter handler • 1 Foreman

• Total O&M: $1,814 o Labour: $1,637 o Materials: $85

2

• •

• •

This group support the Major Projects area with the receipt and staging of project materials

• The group supports third parties such as AMEC and SNC as well. • The materials they handle are often not in our inventory making it difficult for us to

measure the work they do • This team also supports Generation including Burrard Thermal and the ongoing project to

improve Generation Materials Management activities with the goal of eventually moving these to MMBU The group provides support when projects that do not use MMBU are having trouble

materials and is a "secu stock" and itor for u needs

13 employees -1 COPE, lllBEW, 1 Manager

• Tota l O&M: $1,216 K o Labour: $1,003 K o Materials: $66 K o Services: $146,5K

•

• •



Page 67 of 115

Regional Operations

There are 13 locations throughout the Province that receive storekeeper services 5 days per week with service from 8-4 o Lower Mainland - Abbotsford, Horne Payne, LMS and Edmonds o Vancouver Island - Courtenay, Nanaimo and Victoria, Campbell River and Duncan o Interior South - Kamloops, Vernon and Cranbrook o Interior North - Prince George

• These major centres offer a wide range of services (53 in total) to the Field Operations teams including o Primary field store functions (20 activities) such as receiving, put-away, shipping,

allocating materials to crews, managing records, inventory counts o Managing scrap, salvage and hazardous materials o Client Service functions in support of local crews (15 activities) including expediting,

delivering materials to job sites, managing tool cribs, arranging repairs of tools, coordinating material needs

o Primary facility warehouse functions (11 activities) including managing cable, yard security, access control, care and control of materials, safety, cleaning and maintenance of warehouse and other duties as uired

• 37 Employees: 32 IBEW, 4 M1 managers, 1 M2 Manager, o Lower Mainland: 11IBEW + 1 M1 o Vancouver Island: 5 IBEW +1 M1 o Interior South: 6 IBEW + 1 M1 o Interior North: 10 IBEW +1 M1 o Note: I have allocated all regional operations managers to the full service locations

although they also support all partial service locations o Note: IBEW Field Storekeepers do have to have higher qualifications than the

storekeepers at MDC and we have the opportunity to select these employees based on merit not solely seniority

• Total O&M: Note that we do not separate out regional operations costs for full service versus partial service locations so all costs associated with the full operations are outlined below.

Services are primarily travel costs for storekeepers who are servicing the partial service areas that don't have dedicated full time storekee

•

•

•


( '~' ,." . ...: .


Page 68 of 115

"> ...

Th.ere are 63 locations throughout the Province that receive storekeeper services less than 5 days per week with varying degrees of service offerings o lower Mainland .,..18 locations such as North Vancouver, Squamish, Whistler,

Pemberton, Coquitlam, Powell River, Sechelt, Hope, Chilliwack, Maple Ridge, Bowen Island, Texada, and Gambier

o Vancouver Island -11 locations such as Port Alberni, Qualicum, Port Hardy, Tofino o Interior South -13 locations such as 100 Mile House, Fernie, Revelstoke, lillooet,

Merritt, Clearwater and Invermere o Interior North - 21 locations such as Terrace, Quesnel, Williams lake, Dawson Creek,

Chetwynd, Haida Gwaii, Smithers and Kitimat • These locations are categorized into liB", "C" and liD" locations which determines the

frequency of service and the services provided o B locations get 16-40 hours per week o C locations get 4-16 hours per week o 0 locations 4-16 hours r month

• 22 employees - alilBEW as managers are included in the full service area staffing o lower Mainland: 5 o Vancouver Island: 8 o Northern Interior: 6 o Southern Interior: 3

• Note that these are largely FTR employees and that we do supplement the staff with FIT resources during the spring and summer build season

• lower Mainland resource 0 mization includes transfers from the Su rations

•

• •

•

•


069


Page 69 of 115

Fleet Services Activities and Staffing

Specify and Manage Purchases 10 Employees -$18:6 Million

Major Vehicle Service 43 Employees-$7;9Million

General Vehicle Services 39 Employees $7.9 Million

Specify and Manage Purchases

• Engineering and Standards o Determine the engineering requirements for vehicles and equipment to ensure that they meet

the safety and operational requirements - Leads the Fleet Standardization committee o Determine the preventative maintenance schedule to optimize lifetime value o Determines the standards for life cycle o Reviews repairs to look for abnormal issues o Establishes the green fleet strategy and evaluates green fleet solutions o Develops efficiency programs such as GPS tracking / t elematics, improving vehicle utilization,

and "right sizing" vehicle requests.

• Capital Management o Solicits feedback from user groups to develop a BC Hydro wide capital plan o Seeks approval for the Fleet capital plan o Monitors performance against capital plan

• Manage Vehicle Ordering and Delivery o Executes on the placement of vehicle orders and ensuring that they are received in the field

per the plan o Monitors the status of preventative maintenance on light and medium duty vehicles not

serviced by BC Hydro mechanics o Oversees the disposal of end of life vehicles - executed in MMBU investment recovery and

disposal group

• Manage Vendors o Manages the ICBC insurance relationship o Works with vendors on quality and timeliness of equipment o Manages the warranty program o Processing payments o Responsible for the ARI outsourcing relationship including reviewing costs and identifying cost

savings opportunities o Manages business group accountability and awareness of fleet operating costs - Virtual

invoices

• 10 employees o M2 Man

Highly Confidential and Restricted 1 Fleet Services

07 0


Page 70 of 115

o New Vehicle Manager - M1 (Matt) o Principal Engineer - P3 (Misho) o Vehicle Engineer / Fleet Greening - P3 (Steve) o ARI Services - P3 (Neil) o Altec Portfolio - Cope 10 (Andrew) o Falcon Portfolio - Cope 11 (Chris) o Light & Medium Portfolio - Cope 9 (Jim) o Mobile Workshops / Walkins - Cope 10 (Leon) o Vehicle Coordinator (ordering and Invoices) - Cope 7

• Total O&M: $18,600 K o Labour: $1,100 o Materials: $10,418 - Fuel for the entire Fleet - 9.4 million litres o Services: $ 8,927

• $3.9 million for Light and Medium duty vehicle services outsource to ARI • $625 K for ARI fees • $2.2 million for insurance • $2.1 million for lease payments • $0.5 million for carbon offsets • $0.1 million for travel (vendor inspections and training)

o Offsets • $2.9 million recovery from ABSU for vehicles supplied to meter readers - shows as

an to that ram

•

•

Major Vehicle Service

• Critical Component Inspections (CCI) o Half way through the life cycle of a heavy duty vehicle, the unit is brought in to the

Surrey Garage for a CCI. o OEM mandates safety work is completed such as inspecting and replacing boom

components as needed and replacing bucket cables ($30,000 per unit - $18,000 is labour - $12,000 parts)

o A reliability centered maintenance program is completed. Components such as bearings, rotation boxes, bushings, pins, outriggers and valves are inspected and replaced as required ($17,000 per unit - $7,000 is labour - $10,000 parts)

o An environmental assessment is done and hydraulic hoses are inspected and replaces as required ($13,000 per unit - $5,000 is labour - $8,000 parts)

• Heavy duty vehicle maintenance and repair o Selected work on the cab and chassis is outsourced to outside vendors through the

ARI agreement (e.g., transmission repair) work related to ment on the cab and chassis is done internal


1)7 1 v I


Page 71 of 115

Utility Vehicle Mechanics a This work includes conducting a Commercial Vehicle Inspection which is required

annually • Automotive Parts room

a The parts room supplies parts to the utility vehicle mechanics to keep them productive and focused on the mechanical work

• Bodyshop a The body shop does specialized work on the equipment such as booms. a This avoids having the booms transported and potentially damaged in transit a Specialized dielectric paints are required to ensure that the vehicles and equipment

are grounded - a key safety feature

• Welders a The welders focus on the equipment such as booms and specialized requirements

• Quality Control a When new vehicles arrive from the manufacturer, they are inspected toensure they

met the specifications outlined in the order a Fleet recently moved to having the "outfitting" of the vehicles completed by the

manufacturer, work that used to be done internally. Quality inspection ensures that this work meets our d n and standards.

• 43 employees a 1 M3 Manager (Jonny) a 1 M2 Manager (Glen) a 3 M1 Managers (Mike, Cindy, Muni) a 3 COPE Clerks (Dianne, Nancy, Karin) a 3 IBEW Welders a 3 IBEW Body Shop a 5 IBEW Parts -1 Senior, 4 Regular a 11BEW QA (Bruce Alsop) a 23 IBEW Utility Vehicle Tradesmen - 4 on afternoon shift and 19 on day shift ·

• Note: Mechanics are specialized utility vehicle mechanics and receive additional training over and above a general certified mechanic to enable them to work on this safety sensitive equipment

• TotaIO&M:

a Materials include the actual parts purchased to provide the services a Services include $520 K paid to ARI for work done by outside vendors and an

additional $48 K for non ARI vendor work a $60 K paid to Powertech for testing of equipment a $72 K paid for utility fleet training a Labour also include $375;000 in wages for other BC Hydro groups that charge their

time to Fleet including Powertech labs for the quality testing of our equipment prior to dent

•

Highly Confidential and Restricted 3 .Fleet Services

'~": .. , .~.


Page 72 of 115

•

•

•

General Vehicle Services

• The Fleet department operates garages in each region of the province to conduct maintenance and repairs to the Heavy Duty vehicle fleet o Some mechanics are based in larger headquarters such as Prince George, Vernon,

Victoria and Edmonds to serve a large base of resident heavy vehicles o Some mechanics are mobile travelling to smaller locations such as Chetwynd or

remote islands to service vehicles • This work helps improve the productivity of our field resources

o Vehicles are serviced in the area in which they are deployed which reduces the amount of time a vehicle is out of service

o Vehicles are repaired at times convenient to the operations. The Fleet Client Service Manager coordinates the repair work when the vehicle is scheduled to be idle

o Because the mechanics can service both the cab and chassis and the aerial equipment the same time, we avoid sending the vehicle to two different specialized vendors

BC Hydro is certified to complete the CommerCial vehicle Inspections which enables our vehicles to erate in com ance with Min of Tra ns


( ' ';"" '7 l,) .J


Page 73 of 115

• Note: $250,000 of the labour charges are paid to Construction Services mechanics who work on the Trucking fleet. These costs will go away with the implementation of the Transportation trucking strategy in MMBU when these vehicles are sold and these mechanics are laid off.

• Services: o $2.2 million is paid to ARI for services provided by external vendors o $375,000 is paid to other non ARI service providers o $350,000 is paid for travel for mobile mechanics when operating out of their

home centres o $250,000 is paid to Powertechlabs for quality testing of equipment o $50,000 is paid for parking of pool vehicles at Edmonds and Dunsmuir. This cost

will reduce as part of the reduction in the pool fleet o id for tools and basic used mechanics

• •

•

•

•

•



Page 74 of 115


Requester:

1.180.01 .

QUESTION:

Please provide additional information on executive Compensation.


RESPONSE:


• GOV 1 180 01 Att 01

o Executive Variable Pay Model Calculator

• GOV 1 180 01 Att 02

o Executive Benefit Plan

• GOV 1 180 01 Att 03

o Executive Pension Plan Summary Internal

• GOV 1 180 01 Att 04

o Executive Pay Management

• GOV 1 180 01 Att 05

o HRSC 7 .. Service Plan Performance Metrics Scorecard


Page 75 of 115

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Page 76 of 115

8Gh Iro

Group life Insurance

Accident Insurance

Long Term Disability

Medical Services Plan

Extended Health Plan - Manulife

Vision Care

Eye Exams

DentalManulife

Executive Medical

Enhanced Computer Purchase Program

Living Well Credit

Executive Benefit Plan

Be Hydro Executive Benefit Plan (2011) - Employer Paid

Pays your designated beneficiary a tax-free lump sum payment should you die from any cause while employed by BC Hydro.

He ps protect you and your family from the financial burden that can be caused by accidents. Death benefits are paid to a beneficiary in the event of accidental death, and benefits are paidto you in the event of the accidental loss of limbs, sight, hearing or mobility. You are covered for accidents occurring anywhere in the world, 24 hours a day.

Designed to provide a continued source of income should you be unable to work due to a serious illness or injury.

Provincial health plan which is sponsored by the BC government. It provides coverage for many medical expensessuch as doctors' visits and surgical fees.

Pays for many medical expenses that are not covered by the Medical Services Plan of BC (MSP). Visits to a chiropractor, hearing aids, ambulance, prescription drugs and fees of naturopathic physicians are examples of services and supplies that are wholly or partially covered by the extended health plan.

(Reimbursement for visits to professional practitioners, i.e., acupuncturist, chiropractor, massage therapist, physiotherapist, naturopath, registered clinical psychologist, and speech therapist, dietician and osteopath, is limited to a combined annual maximum of 000

3 X base annual salary . (to a maximum of $1,000,000)

$200,000 on death

Up to $200,000 for disability

75% of pre-disability income to a maximum of $20,OOO/month Benefits begin after 15 weeks of disability. Coverage ends at age 65.

Paid by BC Hydro

$0 deductible 100% coverage

Unlimited lifetime maximum

. Also includes reimbursement for medically required travel in Be

Includes eligible emergency medical expenses that occur while traveling outside of the province or Canada.

Designed to reimburse you for vision expenses such as glasses Child: up to $150/12 months and contact lenses.

examinations are not covered. When completed by ophthalmologist or optometrist per family every 24

Designed to reimburse you for services that help maintain or restore teeth and gums.

It is BC Hydro's policy to pay for health assessments for executives. We strongly encourage you to participate. BC Hydro will also subsidize the cost of private health assessments for your spouse or partner.

Reimbursement of computer equipment and software is limited to a maximum of $1,000 every 4 years and must be supported with receipts. The reimbursement amount will be treated as taxable income. Can be allocated to PHSP, Health & Sustainability Account, Grou Home Mo or Grou RRSP.

months 100% basic services 80% major dental work 50% orthodontics

lifetime maximum erson The cost of the employer provided assessment is approximately $900. Frequency of health assessments is based on age and current health status. Medysis will contact your directly to arrange an

Maximum of $1,000 in a specified 4 year . period.

Flex Credit of $750 for employees on payroll as of Jan 1

Page 1 of 2

" '1 ·7 U: /


Page 77 of 115

BChgdro

Optional Employee Life Insurance (employee paid)

Optional Spousal Life Insurance (employee paid)

... Cost of Optional life Insurance

... Additional Employee Accident Insurance (employee paid)

Optional Spousal and Dependent Child

. Accident Insurance •... (emp!oyee paid)

Private Health Services Plan (PHSP)

Group RRSP

Health & Sustainability

Group Home Mortgage Program

Executive Benefit Plan

HI III

Be Hydro Voluntary (Optional) Benefits - Employee Paid

Pays your designated beneficiary a tax-free lump sum payment in addition to Basic Life Insurance should you die from any cause while employed by BC Hydro. Rates are based on your age and smoking status.

In the event of the death of your spouse, you will receive a tax-free lump sum payment should s/he die from any cause. Rates are based on your spouse's age and smoking status. Monthly cost per $10,000 of coverage:

Monthly 2011 Rates per $10,000 coverage Age Band Non-Smoker Smoker Up to 34 0.38 0.73 35 - 39 0.40 0.79 40 - 44 0.64 1.25 45 -49 50 -54 55 - 59 60-64 65 - 69

1.15 2.03 3.24 4.53 6.26

2.20 3.88 6.22 8.66 11.98

In addition to Basic Employee Accident Insurance, you may purchase additional accident insurance for yourself.

You may purchase accident insurance for your spouse and/or your dependent children.

Pre-tax dollars can be set aside annually in your PHSP account to pay for medical and dental expenses incurred by you and your eligible dependents that are not entirely reimbursed by either the Extended Health or Dental Care plan. Any unused balance in the account at the end of the calendar year will be forfeited. However, you can carry forward unused expenses from the current year to the following year for reimbursement by the PHSP. A vojuntaryGroupRRSJ> program administered by London Life. Tax efficient contributions made by payroll deduction and low investment management fees are features that make this an attractive benefit. A taxable account that can be used to reimburse eligible expenses related to individual health and sustain ability initiatives.

Must have a fixed term mortgage with Scotiabank that started or renewed after BC Hydro employment.

Available in multiples of $10,000 to a maximum of $400,000

Available in multiples of $10,000 to a maximum of $400,000

For example: a 47 year old smoker choosing $200,000 of optional employee life insurance coverage would pay $2.20 x 20 = $44.00 per month for the coverage.

Available in multiples of $10,000 to a maximum of $250,000 . Cost: $2.64/$10,000/year

Available in multiples of $10,000 to a maximum of $250,000 for your spouse Cost: $2.64/$1O,000/year; and to a maximum of $50,000 for each dependent child Cost: $3.00/$10,OOO/year (composite rate)

Minimum annual deposit of $200.

Optional Must have personal RRSP room available.

Optional

Contact Peggy Walker at 604-623-3651 for further details.

Page 2 of2


Page 78 of 115

Be Hydro Executive Pension Plan

BC Hydro provides to employees a defined benefit pension plan. A defined benefit plan guarantees your retirement earnings and is not subject to market rate returns. The formula for calculating your pension is 2% multiplied by your best 5 average consecutive years of plan earnings multiplied by your years of contributory service.

The BC Hydro Executive Pension Plan provides eligible participants with special provisions in addition to the benefits available through the BC Hydro Pension Plan. These special provisions include a lifetime bridge benefit as well as the option to purchase service, within the guidelines, to a maximum of 5 years.

Special pension provisions form part of the total compensation package for executives of BC Hydro.

The special pension provisions include: • variable pay amounts included as pensionable earnings • option to purchase up to an additional 5 years of service

These special provisions do not form part of the 'standard' pension payable from the BC Hydro Pension Plan.

Executive Pension Plan Description

When your pension becomes payable, you will be eligible for a 'standard' pension payable from the BC Hydro Pension Plan and an additional pension beneft from the Executive Pension Plan. These two amounts will be combined and you will receive one monthly payment. The BC Hydro Pension Plan portion will be calculated in accordance with the provisions of the registered plan.

The Executive Pension portion will be the additional benefit payable so that your total pension will be:

2% X Years of Service X Best Average Earnings

Years of Service: Years of contributory service in the BC Hydro Pension Plan plus additional service purchased for service as an executive to a maximum of five years (60 months).

Best Average Earnings: Best average earnings includes both base salary and variable pay amounts. The additional period of service purchased will be added to the end of your service history. The best average earnings will be the highest 60 consecutive months of earnings. The deemed earnings for each purchased year will be the highest average 60 consecutive months earnings prior to retirement, termination or death, or the average earnings since becoming an executive if that period of time is less than five years.

Contributions: Contributions will be deemed to be made on variable pay amounts. The contribution rate will be equal to the employee contribution rate in the BC Hydro Pension Plan at the date the variable pay amount is paid. The current employee contribution rate is 6.31%. Therefore, variable pay amounts will be paid at 93.69% (100% - 6.31%) ofthe gross amount.

Executive Pension Plan - Updated November 1, 2010 Page 1 of 2 (\ "7 (j" U I


Page 79 of 115

Lifetime Bridge Benefit: Under the BC Hydro Pension Plan, if you retire prior to age 65, you are eligible to receive a bridge pension payable from your date of retirement to age 65. This bridge pension is equal to 2% of the difference between your best average earnings, and your best average plan earnings, multiplied by your contributory service. Under the Executive Pension Plan, to ensure that your total pension equals 2% of your best average earnings, the bridge pension will be paid for your lifetime, and will not stop at age 65.

Purchase of Service: The additional 5 years of service can be purchased using time banks, retiring allowances or variable pay amounts. Time may be purchased annually or just prior to retirement or termination as an executive, or after variable pay amounts have been discussed. In order to purchase all five years, service of five years as an executive is required.

The cost of purchase for one year of executive service is 12 days of time from your time bank or the equivalent dollar amount, deducted from retiring allowances or variable pay amounts, based on the daily rate of pay at the time of purchase.

It is understood that in return for BC Hydro's guarantee of payment ofthese supplemental pension payments, the deemed contributions made by you or on your behalf pursuant to this agreement will not be kept in a separate fund or individually accounted for.

Executive Pension Plan - Updated November 1, 2010 Page 2 of 2

080


Page 80 of 115

CONFIDENTIAL - BC Hydro Executive Compensation Management ~a,a,v K::Ilr'lfll" .C;: and cement as of 31 1

Level VP, T&D Asset Investment Mgmt J Pataky Executive Team (VP Total 7 VP, Grid Operations M Huang Level) (direct report VP, T&D Major Projects Delivery B Barrett . to Executive team VP, Generation Engineering R Grout member)

VP, Economic & Bus Dev o Little

VP, T&D Field Operations & Safety D. Lebeter

Senior and or , Communications Vice President - 3 Sr VP, Human Resources Major Operating Sr VP, Corp Res. & Gen Counsel Business Unit

Executive Exec- EVP, Transmission & Vice Level President - EVP, Generation major, 6 strategic, EVP, Site C core portfolios T Conway

Executive CReid Team (direct report B VanRuyven

to CEO)

Top Executive & Chief Executive Officer o Cobb

*Manag Maximum $277,500.

Draft: For Discussion Purposes only 01/03/2012

$218,000

$218,000

$235,000

$245,000

$250,000

$260,000

$277,500

$367,000

20%/40%

25%/50%

25%/50%

25%/50%

25%/50%

25%/50%

25%/50%

25%/50%

20% Max

1

155K to $225K

$195K to $260K

$550K Max

f" .~. ; 11-' , \ . .} 'J i


Page 81 of 115

Base Pay Review Process (For Executive Team Members Only)

As part of the performance management process that commences in April of each year, an excel spreadsheet is prepared for the CEO and CHRO. This spreadsheet provides salary management history on each executive team member including current salary, previous performance rating, recent increases, current salary range minimum and maximum etc. The CEO reviews the performance of each executive team member in conjunction with the CHRO and determines potential salary increases consistent with the established salary ranges.

The CEO presents these recommendations for approval at the May meeting of the Human Resources and afety Committee (HRSC) of the Board. Approved salary increases, if any, take effect June 1 of each fiscal ye terms of base salary increases for the CEO, the HRSC would make a recommendation for a base salary increas, e full Board at the May meeting as long as the increase is consistent with the compensation plan and CEO total ,orrl'p 'on limit. Any promotions of executive team members between the PSEC pre-approved salary ranges woul e~ewe the CEO. A summary of the position, organization chart, and market data are reviewed to ensure that ement makes sense from a business, as well as performance perspective. Any recommended executive tea' , s are reviewed and approved by HRSC On the closest available meeting date.

Executive Variable Pay Process

The intent of the executive team variable pay plan at BC Hydro is to ensure foc .. objectives that are linked to the overall success of the corporation. The plan is (PSPs) that identify key objectives and provide a means to measure the overall r and support the organizations ability to deliver the provincial energy pi ,BC Hydro and any other policy direction received from the Board.

Personal Objectives

ey strategic performance ersonal Service Plans

, ersonal Service Plans align to erall str~tegic and service plans,

Objectives and performance levels should follow the pr" ' , RT (Specific, Measurable Achievable, Results-focused, Time-bound}. '

Following final approval of BC Hydro's strategi personal objectives that cascade from the s member to develop objectives that also h weighting to reflect priority, with the most I individual performance plans are ve~~e;ffi HRSC for approval (usually Februa', of e

e pi s in February of each year, the CEO drafts hislher ,ultaneously, the CEO works with each Executive Team

i oi~ht to the overall service plan. PSP objectives are given a alit "J~ctives accounting for a larger percentage of the PSP. The ~l2Imber of team sessions and, once finalized, are presented to the

esfrJ.

At the mid-year and year-end#P. al year, the CEO reviews the performance of the executive team members against their PSP Objectiv~.(Thitpr ~1" . onsists of a discussion bet~een ~he CEO and the Vice-President about the performance factors, m, ' ' ent cnteha and demonstrated results, including BC Hydro's overall corporate performance. The over ~ related to Management and Exempt (M&P) variable pay are also reviewed to ensure alignment of outco ' sslavoid if appropriate, compression with variable pay results for Directors covered under the Man~ "fessionai pian. Based on these factors, the CEO determines final individual executive team perform~rc d recommends to the HRSC the variable pay awards for each executive team member. The performan '~we (b n 0-2) is then multiplied by the target variable pay percentage and the executive's annual base salary t m!tQ~Jh ariable pay award.

Variabl

The current target and maximum variable pay award for BC Hydro's CEO is 20%. All other Executives have a target of either 20% or 25%. The maximum award for executive team members is up to 2 times the target percentage.

Draft: For Discussion Purposes only 01/03/2012

2


Page 82 of 115


Requester:

1.182.01

QUESTION:

Please provide the organization charts for T&D Finance & Supply Chain, current as of May 18,2011.


RESPONSE:


o T&D Procurement ~ Organization Chart current as of May 18, 2011

o Finance Org Chart- Organization Chart current as of May 18, 2011

o Fleet Services- Organization Chart current as of May 18, 2011

o M&P Field Support Services- Organization Chart current as of May 18,2011

• GOV_1_182_01_Att_05

o Material Management Business Unit (MMBU) - Organization Chart current as of May 18, 2011

083


Page 83 of 115

CONFIDENTIAL

BC Hydro Briefing Note

Columbia Hydro Constructors Ltd. (CHC) and the Agreement with Allied Hydro Council (AHC)

Background Chronology

• Columbia Hydro Constructors (CHC) Ltd. Is a wholly owned subsidiary of BC Hydro.

• In 1961, the CHC and the PPC (Pacific Power Corporation) were formed in response to the BC Government's proposed major hydroelectric developments on the Columbia and Peace Rivers. The,key driver was the no strike, no lock-out clause predicated by a history of labour unrest in BC.

• The CHC and PPC were both registered BC Hydro subsidiaries that included labour agreements with the Allied Hydro Council (AHC), representing 16 building trade unions, IBEW and COPE. At that time (1961), BC Hydro was the only customer.

• Between 1961 and 1985, all of our major hydroelectric facilities were constructed under these agreements and resulted in an estimated $100M saving as a direct result of labour peace.

• After 1985, these agreements lapsed due to lack of major hydro construction.

• In the early 1990's, the CHC/AHC agreement was re-negotiated in anticipation of an expected increase in major construction projects, such as Stave Falls, Burrard repowering, and the Keenleyside power plant.

• In 1999, CHC's customer base was expanded to include Columbia Power Corporation (CPC).

• On May 8, 2002 the BC Hydro Board of Directors resolved to "wind down" CHC. In compliance with that directive, no new "named projects" have been added to the CHC Agreement since that time.

o The Collective Agreement stipulates that the agreement "shall subsist until the 180th day next following the completion of the last Project undertaken as part of the Development".

• June 30, 2004 the wages and benefit fund portion of the former Collective Agreement expired and was renegotiated for a four-year term, with an arbitrator eventually brought in.

• November 2004, the arbitrator determined that the CHC was not a public sector employer and did not fall under the Public Sector Employer's Act and the Public Sector Employer's Council (PSEC) Compensation Mandate did not apply to CHC.

November 2, 2010 Page 1 of 2



Page 84 of 115

CONFIDENTIAL

• February 7, 2005 the arbitrator issued a final and binding decision on wage adjustments impacting both IBEW and COPE (members of the AHC). As a result, ACHmembers working for CHC received wage adjustments.

• The decision would not affect future negotiations with BC Hydro's two unions (IBEW and COPE) since BC Hydro falls under the PSEC Compensation Mandate.

• In 2006, BC Hydro's external legal counsel advised that there would be significant risks if BC Hydro were to terminate the Labour Force Agreement pertaining to CHC and proceed with a listed project outside of the agreement.

o Potential risks include damages for unemployed members who would have otherwise been employed on a listed project.

o Potential of Labour Relations Board or court injunctions to enjoin proceeding with tendering or construction of the project.

• In May 2006, the Minister of Finance sponsored legislative amendments to the Public Sector Employer's Act. As of June 2007, CHC came under the Act and is subject to the same PSEC negotiating mandate that applies to the IBEW and COPE.

• October 10, 2008 a new Wages and Funds schedule for the CHC Agreement was negotiated to correct CHC labour rates to near market levels.

• In July and August 2009 the CHC and AHC signed a Memorandum of Agreement governing terms and conditions of employment for employees engaged in construction work on Mica Units 5 & 6 as well as the Mica Gas-Insulated Switchgear Project.

o Work on both projects has progressed considerably, including procurement under the CHC Agreement framework.

o Construction is underway on the Mica Gas-Insulated Switchgear Project.

o For Mica Units 5 & 6, the major contract awarded to date is the turbine and generator contract, which was designated as work to be performed under the CHC Agreement.

BC Hydro Key Contact

Chris O'Riley Executive Vice-President, Generation (604) 623-4577

November 2,2010 Page 2 of2


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Page 85 of 115

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Page 86 of 115

F10 COPE Gainsharing Calculation Scenario

Profile: • Property Rep 2 • COPE job group 12 • Properties Division • Base annual salary = $80,664

Department Objectives:

Measure Threshold (0.67%) Increase usage of PIMS across • An increase in Properties with a focus on improved the number of efficiencies and streamlining our current PIMS business to: users of 6%.

• An increase in 1. reduce hardcopy records retrieval number of 2. reduce fees (financial costs) to searches of 3%. access Land Title Office, etc. • An increase in 3. more effective and efficient use of number of time for day-to-day operations. transactions of

3%. To improve the user experience for PIMS, employees making entries Increases as will follow a guideline of inputting follows: data within 30 days of receiving. • 95 Active Users Measures based on the following .8,240 searches categories: .19,570

1. # of active users (signed into transactions

PIMS). 2. # of searches. 3. # of transaction.

Base line established as follows:

• 90 Active Users

• 8,000 searches

• 19,000 transactions

A year-end report will be generated throuQh PIMS measurinQ results.

Department Results: • Goal Achieved = 1.33%

F1 0 COPE Gainsharing Calculation Scenario

Goal (1.33%) • An increase in

the number of current PIMS users of 8%.

• An increase in number of searches of 4%.

• An increase in numberof transactions of 4%.

Increases as follows: • 97 Active Users .8,320 searches .19,760

transactions

Maximum (2.0%) • An increase in

the number of current PIMS users of 10%.

• An increase in number of searches of 6%.

• An increase in number of transactions of 5%

Increases as follows: • 99 Active Users • 8,480 searches .19,950

transactions

(\, Q"7 v () !


Page 87 of 115

Corporate Results:

Measure Performance Rating Weighting Contribution Gainshare Level to Multiplier Value

Financial Maximum 1.5 50% 0.75 1.50% Customer Maximum 1.5 25% 0.375 0.75% Satisfaction Safety Maximum 1.5 25% 0.375 0.75%

TOTAL 1.5 3.0%

Gainsharing Calculation:

Total F10 Earnings (including regular pay and temporary promotion pay) x (Department Results + Corporate Results):

$80,319.17 x 4.33% = $3,477.82

Payment of Award: • Payment of $3,477.82 was processed on the June 11 , 2010 pay date.

F10 COPE Gainsharing Calculation Scenario 2


Page 88 of 115

F11 ISEW Gainsharing Calculation Scenario

Profile: • IBEW Power Line Technician • Dept 4336 - T&D Field Operations - Squamish • Base annual salary = $74,268

Department Objectives:

Measure Threshold (0.67%) Goal (1.33%) Maximum (2.0%)

1. Distribution Line: applies to all • Achieve 2 out of • Achieve 3 out of • Achieve all 4 headquarters, based on individual 4 goals 4 goals goals department achievement. Improvement in ETRs: 75% of non storm last ETRs will be within +/- 60 minutes of the actual restoration time and 65% of the non storm all ETRs will be within +/- 60 minutes of the actual restoration time.

Threshold: 70% and 60%; target: 75% and 65%; stretch: 80% and 70%.

2. Distribution Line: all headquarters: based on individual department achievement. % of DTOR's that have accurate en route and onsite times: % of DTORS that have enroute times greater than 1 minute and onsite times greater than 5 minutes (Le. PL Ts enter time at beginning of "en route" and "on site" versus at the end of either which then generates the very short travel and on-site times).

Threshold: 70%; target: 80%; stretch: 90%.

3. Distribution Line: individual HQ measure: ISS scheduling scorecard: meet percentages established for increasing levels of accuracy in the green category for the YTD measure at end of year.

Threshold: 11 to 15%; target: 6 to 10% stretch: 0 to 5%.

4. Distribution Line: all headquarters, based on provincial achievement. High Risk MVA reduction (ie not vandalism) at tarqet rate for FO.

F11 IBEW Gainsharing Calculation Scenario

089


Page 89 of 115

. Department Results:

• Goal Achieved = 1.33%

Corporate Results:

Measure Performance Rating Weighting Contribution Gainshare Level to Multiplier Value

Financial Goal 1.0 50% 0.50 1.0% Customer Goal + 1.16 25% 0.29 0.58% Satisfaction Safety Goal 1.0 25% · 0.25 0.50%

TOTAL 1.04 2.08%

Gainsharing Calculation:

Total F11 Earnings (including regular pay and temporary promotion pay) x 3.41% (Department Results + Corporate Results).

Please note that the F11 earnings are currently being calculated by the pay department, so the award amount is not yet finalized.

Payment of Award: • Payment will be processed on the June 10, 2011 pay date.

F11 IBEW Gainsharing Calculation Scenario 2

090


Page 90 of 115

F10 M&P Variable Pay Calculation Scenario

Profile:

• Senior Engineer - Generation • Role Level - P3 • Salary grade - 44 • Target variable pay percentage -10% • Annual base salary - $100,176

Personal Service Plans (PSP) Objectives:

Service Delivery

Proactively conducts independent, formal needs assessment and analysis for clients/ stakeholders, providing recommendations as well as contracting for needs. Expected by clients to anticipate and influence needs; may create needs.

Responds to diverse and/ or complex internal! external client! stakeholder queries. Takes responsibility for ensuring client satisfaction by working with the clients/ stakeholders to adapt products/ services to exceed expectations. Monitors levels of client! stakeholder satisfaction and responds to continuously improve satisfaction levels.

Acts as a project manager for low risk, medium impact, medium complexity projects OR as a task manager for higher risk, higher impact, higher complexity projects. Has involvement in multiple projects.

Expected to be highly knowledgeable on standards, policies, practices and procedures. Contributes and provides input into the writing and development of standards as well as enforces and models standards.

Goal

- Ensure assigned product specifications are up to date with current technology and national standards. Ensure approved speCifications and approved product listings are current and aligned with tender schedules. Develop new specifications as required. - Evaluate tenders within the time frame agreed to with MMBU (usually within 4 weeks of receipt). - Develop, maintain and support BC Hydro distribution construction standards on assigned areas of responsibility. Create new, and/or adapt existing construction standards to ensure safety, reliability, and lowest total life-cycle costs. - Take initiative to solicit new products from manufacturers to diversify approved product listings. Conduct initial product review and respond to suppliers with concerns within 4 weeks of initial submissions. Complete final review within four weeks of receiving all manufacturer's data nad samples. - Conduct pilots of new products and technologies. Ensure pilot project is effectively managed and a formal review is conducted at the pilot's conclusion. Develop business cases for new products and technologies. - Act as primary contact to stakeholders for assigned products,

Fi0 M&P Variable Pay Calculation Scenario

091


Page 91 of 115

standards and specifications. Respond to stakeholder questions within a reasonable time frame (acknowledge question within 4 working days of receipt).

Planning

Assesses complex short- to mid-term financial and operational plans by conducting impact analysis, information integration, and data synthesis. Links financial information to operations through higher level planning.

Regularly recommends function! business unit strategy; may provide input into Line of Business and! or cross Lines of Business strategy.

Coordinates resources (financial, technical, people) and evaluates! adapts existing schedules, project timelines and budgets to support business outcomes and achieve business results. May manage resources.

Goal

- Demonstrate technical due diligence, accuracy, completeness, and good organization skills in completion of specifications, tender analysis, product approvals, pilots, and standards development.

- Plan self-managed work effectively to provide timely delivery of commitments.

- Support completion of larger projects by following realistic, established schedules for tasks under assigned areas of responsibility.

- Apply formal project management skills on high risk projects and projects of strategic importance.

- Oversee specific Powertech projects and failure analyses to deliver work on time and budget.

Relationship Management

Proactively initiates, builds, maintains and manages ongoing internal and external working relationships. Strongly influences and may negotiate with clients consultatively on medium impact and low risk situations.

Establishes, maintains and may encourage the development of peer relationships and may champion a teamwork environment as a team leader.

Goal

- Understand BCH organizational structure and accountabilities to establish effective relationships and make effective use of stakeholders' time and resources.

- Build and maintain strong working relationships with subordinates,

F10 M&P Variable Pay Calculation Scenario 2

:-",,"

(\ 0 '') U7 L


Page 92 of 115

peers, managers and suppliers based on mutual respect and demonstrated ability.

- Meet regularly with CP, FS, DE, MMBU, EQA, SAM, Work Methods, Safety. Clearly understand stakeholders' needs and objectives through open and honest communication.

- Work with MMBU to minimize stock-outs and maximize alternatives for supply of key materials.

- Attend district offices and construction sites regularly to better understand and support field work and feedback on equipment/product performance. Communicate Standards' goals, work plans, and issues being addressed to the field.

- Develop and maintain relationships with Standards specialists from other utilities.

Business Solutions

Exercises independent judgment in analysis and problem solving on highly complex and medium scope problems, within identified guidelines, procedures and standards. Provides suggestions for solutions that fall outside of established parameters. Challenges guidelines when necessary.

Conducts research on industry "best practices" and conducts market scans in resolving issues and suggesting solutions.

Regularly required to use creativity in designing and recommending modifications to work processes, projects, policy developments and! or client issues. Exercises and encourages creativity! innovation impacting across function! business unit.

Estimates, makes recommendations and may approves expenditures within function! business unit budget. May be held accountable for financial costs.

Makes medium impact, medium risk operational decisions (processes, standards, procedures) in area of expertise within the context of stated guidelines; challenges operational guidelines when necessary. May impact broader operational decisions.

Provides input into strategic decisions within function! business unit; may provide input into broader organizational strategy based on experience and professional skill set.

Goal

- Stay abreast of current industry standards and technological advancements in assigned areas of responsibility.

- Collaborate with Risk Management, Maintenance, Planning, R&D, MMBU, Work Methods, and Environment & Sustainability for alignment with corporate goals and initiatives in standards development and product selection. Provide Standards input to initiatives (planning, R&D, life cycle assessment, SMI, Smart Grid, Strategic Sourcing, Safety by


(J' a L; '" .l J


Page 93 of 115

Design).

- Apply life cycle analysis methodology to standards development and product selection.

- Incorporate Safety by Design and FMEA analyses to product approval and selection, and standards development.

- Exercise innovation to propose creative modifications to work processes, guidelines, procedures or standards where possible.

Leadership

Leads medium sized programs! projects within a function of the business. May provide input into broader business unit leadership.

Provides technical leadership to a function! business unit and may provide technical leadership corporate-wide in a limited capacity. Acts as a technical leader! expert for a specific set of professional skills within ..

function. Provides technical leadership and! or advice to external clients and stakeholders.

Provides regular and significant coaching! mentoring and acts as a role model to more junior employees within function! business unit and occasionally across functions! units in area of professional expertise. Engages in self-development through personal leadership.

Goal

- When applicable, outline and oversee work of subordinates Uunior engineer, technologist, EIT or Co-op).

- Carry out knowledge transfer from assigned consulting specialist and document key learnings.

- Provide knowledge transfer to others within department and BC Hydro. Document learnings from external conferences, courses, or committee meetings.

- Represent BC Hydro interests on CEA, CSA, IEEE or other committees as assigned

- Drive a safety culture in Standards which includes Safety by Design

Objectives

Objective 1 YearEnd

Team Scorecard: Team members will work Weight Achievement Factor collectively and collaboratively to support each other 35% 1.5 in achieving the performance targets on their scorecard. Self Comments

Achievement Range 0 Manager Comments Not Applicable Standards achieved 15 of 19 items on our



Page 94 of 115

Achievement Range 1 Successful completion of over 60% of the targets on the Scorecard plus manager assessment of the quality of my contribution towards achieving our team objective

Achievement Range 1.5 Successful completion of over 75% of the targets on the Scorecard ·plus manager assessment of the quality of my contribution towards achieving our team objective

Achievement Range 2 Successful completion of 90% or more of the targets on the Scorecard plus manager assessment of the quality of my contribution towards achieving our team objective

Objective 2

Personal Objective 1 - New H-Frame Project U/G Concrete Vault Design and Installation suitable for new load rating:

a. 1500KVA XFMR vault b. 4&5-Way VISTA vaults c. 1232 Box for 3x5-Way J-Bars d. 632 and 832 Boxes.

Achievement Range 0 Not Applicable

Achievement Range 1 All vaults designed, installed but modifications required before connection.

Achievement Range 1.5 All vaults designed, installed and connected, but requires further modification for acceptance by stakeholders.

Achievement Range 2 All vaults, designed, installed, connected and accepted by all stakeholders after field evaluation.

Objective 3

Personal Objective 2 - Cast Iron Manhole Lid and Frame Upgrade

a. Revise existing design and build prototype manhole lids for increased load rating to meet BC amendment of CHBDC S6-06 b. Revise existing design and build prototypes lids for improved security access - bolt down with BCH security bolts c. Revise existing design and build prototype lids for reduced noise and increased life expectancy of lid and frame d. Revise existing lid/frame design to meet


Weight 25%

Weight 10%

scorecard. He contributed significantly on ES53 rollout, application guides, and on specification updates. He has worked to identify what needs to be done on the ES54 update.

Year End

Achievement Factor 1.5

Self Comments

Manager Comments Achieved level 1.5 with test installations of H Frame civil components.

Year End

Achievement Factor 1.0

Self Comments

Manager Comments Achieved level 1. Designs completed.

5

O 0 '-· 1 Co, ,,J


Page 95 of 115

blast/explosion proofing requirements for reliable service

Achievement Range 0 Not Applicable

Achievement Range 1 Design completed, prototypes built and tested in the shop but no field testing completed because of unexpected design problems

Achievement Range 1.5 Design completed, prototypes tested, beta site installation completed, but unexpected problems need further development

Achievement Range 2 Design completed, prototypes tested, filed installations and evaluations completed and drawings revised. No change to BCH stock numbering system.

Objective 4 Year End

Leadership Objective - Resolve sole supplier issue Weight Achievement Factor for light weight lids and civil products in general 30% 1.0

Achievement Range 0 Self Comments

Not Applicable

Achievement Range 1 Manager Comments

Rewrite specifications to allow for generic designs by Wow, what a difficult issue! Spec written for civil

other manufacturers acceptable for installation per RFP and working through the twists and turns

Work Methods. Contact various suppliers and work on the LWL.

with MMBU to implement the procedure - including new specifications and Civil Manual.

Achievement Range 1.5 Same as above, plus work out details and benefits of financial, social and environmental impact for diverse supply chain.

Achievement Range 2 Same as above, plus assist with issue of RFP, bid comparison, evaluation of supplier fabrication facility and set up acceptance procedure of alternate new products.

Personal Achievement Factor (PAF) Calculation:

Objective Weighting Performance Rating Calculation (scale from 0 - 2)

1 35% 1.5 0.525 2 25% 1.5 0.375 3 10% 1.0 0.10 4 30% 1.0 0.30

Personal Achievement Factor 1.30



Page 96 of 115

Corporate Multiplier Calculation:

Measure Performance Rating Weighting Contribution to Level Multiplier

Financial Maximum 1.5 50% 0.75 Customer Satisfaction Maximum 1.5 25% 0.375

Safety Maximum 1.5 25% 0.375 TOTAL 1.5

Variable Pay Award Calculation:

Variable Pay I BC Hydro

I Personal

I Timepro-I Base I Variable

Target Achievement Ration (if Pay Percentage Multiplier Factor applicable)

Salary Award

10%

I 1.5

I 1.3

I 1.0 1$100.1761 $19,5~4 .. · ..

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Payment of Award:

• Payment of $19,534 was processed on the June 11, 2010 pay date.



Page 97 of 115


Profile:

• Field Manager, Distribution Services, T&D • Role Level- M1 • Salary grade -'44 • Target variable pay percentage -10% • Annual base salary - $105,432

Year Specific Objectives (YSO):

Objective 1

Actions: OELTScorecard - improve performance in safety, reliability and budget efficiency to meet F11 plans.

-,

Target Outcome: Safety: Job Planning implementation 8% additional new barriers Maintain F10 safety statistics of AIF 2.1, Severity 3.0 "

Reliability: CAIDI = 2.15 SAlOl = 1.22 CEMI~4= 8.00 Efficiency: 3%effi6iency to meet F11hudget

To be completed by: By March 31,2011 -,

Objective 2

Actions: Reduction of overtime in each HQ in the OK Area

Target Outcome: Reduce non trouble overtime by 5% in each HQ from the FOg year end levels

To be completed by: March 31, 2011

Objective 3

Actions: Improve our work scheduling in each HQ

Target Outcome: Improve our ISS work scheduling to the level that is requested by the ISS scheduling group


Objective 4

Actions: Reduce our budget expenditures in each HQ

Target Outcome: Reduce our non operating budget spend by 3% in each HQ, net of the trouble budget spend


Objective 5

Actions: Personal Leadership Objective (safety, conservation, team, etc.)

Target Outcome: Make personal commitment to show visible leadership by completing the following items: a} Demonstrate that tailboards are measured, reviewed with feedback given to staff b}


0'''-8 . '} ; ..


Page 98 of 115

Completing rotations at the M2 level as opportunities are presented, at least one month relief or alternatively major committee or project assignments


Base Job Accountabilities:

Service Delivery Year End

Safety Manager Rating - Implements & monitors, safety programs - conducts workplace (inc buildings) audits Fully Performing and site/ field safety inspections (safe work observation); vehicle, tool and equipment inspections; ensures training is scheduled and delivered; reviews work practices - all to ensure work is executed to safety standards/procedures and a safe work environment is maintained - Recognizes safe performance - provide positive reinforcement of safe behaviours, intervenes as appropriate to correct unsafe work practices or unsafe conditions - deals appropriately with poor performance. - Conducts Incident and accident investigations - generates IMS reporting - develops Corrective Action Plans (CAPs) and implements in a timely manner

Environment - Implements & monitors, the EMS program - conducts workplace audits and site/ field inspections, reviews work practices. - Ensures implementation of environmental training schedule. ~ Investigates environmental incidents - generates EIRs and implements corrective action

Work Delivery/Process - Manages execution of the work plan, schedules/ assigns work, monitors progress including work completion and actual to estimates performance. - Manages scope, schedule and cost of projects - Manages contracts for services and purchases goods - Manages vehicles - to optimize utilization - Facilitates materials management. - Manages Emergency preparedness action plans.

Finance - Manages budgets (operating costs/recoveries, actuals to estimates, explains variances, and ensures accruals, forecasts (and reforecasts) year end expenditures. - Manages labour utilization and overtime - Reviews and approves, timesheets, T&L, expenses, invoices, vehicle tax benefit documentation

Other - Provides input to building management (and for Transmission mgrs, facilities management of BCTC/stations buildings)

Planning

Safety Manager Rating - Develops the annual safety plan and responsible to ensure it takes account High Achiever of/includes: - Hazard identification and risk assessments for all facilities and work activities. - Identifying training requirements and program for re-training - Reviewing stats and incidents for trends to identify preventative measures


t)' C (7'\ t / ..


Page 99 of 115

- Employee input - Ensures work is properly planned and executed within safety standards, procedures & using appropriate risk controls/barriers. - Ensures that employees are qualified and authorized for the work assigned.

Environment - Either leads or participates in planning for, and development of, environmental audits. - Plans Environmental program.

Work Delivery/Process - Ensures day to day, and long-term operational functions are effective and safe to meet established actual work plan/work to estimates by fiscal end. - Optimizes resource utilization by undertaking pre-jobs and ensuring that appropriate staffing (capable, qualified, authorized), tools, and equipment are available. - Plans work schedules and oversees work allocation (eg to crews, Alliance, contractors - LWC, or unit price). - Ensures job specific plans have been developed and implemented (eg: tailboards, pre-job conferences, controls/barriers). - Provides input to those planning system improvements. - Undertakes project planning, coordinates large projects - including materials, staffing and other resource reqts. - Participates in the development and maintenance of emergency response plans (eg storm response, flood planning). - Ensures office emergency evacuation plan in place.

Finance - Provides input into fiscal forecasts & budgets including recommending staffing levels -plans for additions, early filling, mix of internal/external and replacement/additions to tool/equipment/vehicle inventories. - Prepares job cost estimates (KBU specific) - Initiates business cases: EARS for tools, vehicles, etc.


Customer Manager Rating - Builds and sustains critical stakeholder relationships by meeting with internal and/or HighAchiever external clients on a regular basis. - Ensures staff understand the importance of meeting client/customer needs, creating and maintaining positive and respectful relationships. - Maintains high levels of information to customer during outages via Community Relations or other designated channels (or directly for BCrC or internal customers).

Business Solutions

Process Manager Rating - Proactively identifies, cultivates and implements continuous improvement - looks for High Achiever opportunities to innovate and to incorporate continuous improvement into work processes and practices (inc safety and environmental). Initiates business cases to support (identifies business impacts, productivity improvements, costs, raises EARs etc). - Leads or participates in project teams to provide expertise and innovative thinking in the development of existing and implementation of new systems and processes.

Leadership

Safety Manager Rating - Leads the safety culture -communicates BC Hydro's/FO's and manager's safety Exceptional


OD


Page 100 of 115

priorities daily with staff - Maintains a safe and healthy workplace, models safe work recognition and intervention behaviour - Attends safety training (including all mandatory crew safety training). - Leads (or ensures) safety meetings are planned and conducted effectively and that matters arising are pursued to resolution in a timely manner, ensures effective employee involvement.

Environment . - Demonstrates social triple bottom line behaviour by championing energy conservation and/or environmental projects or initiatives within employee groups.

Work Delivery/Process - Strives to create effective and engaged teams - meetings, communications, performance updates (KPls). - Maintains a high level of crew time and meets targets for crew visits/observations (see Supplement to Accountabilities - Crew Time Expectations). - Spends time with employees ensuring efficient and safe work while mentoring, coaching, developing & recognizing individuals. Focuses on those needing more attention (inexperienced, conduct/capability or those involved in challenging work). - Addresses issues that hinder employee productivity while seeking new and better ways of getting work done. - Sets clear performance expectations, hold individuals accountable and provides constructive feedback. Undertakes associated documentation COPE/IBEW POPs, M&P OPPRA, apprentice evaluations. Takes corrective action when required, eg discipline. - Identifies and develops talent, mentors new employees, ensures staff development, builds peer competencies. - Acquires employee resources by initiating requisition process; conducts selection/M&Wassessment; recommends candidates for selection. -Orients new employees - Manages employee absences - uses ACCLAIM, WCB & sickness management processes, RTW - Applies the provisions of collective agreements fairly and consistently. handles employee disputes expeditiously

Personal Achievement Factor WAF) Calculation:

Year-End Rating PAF Range Manager's Final

PAF Rating

High Achiever 1.20 -1.60 1.30


Measure Performance Rating Weighting Level

Financial Goal 1.0 50% Customer Satisfaction Goal + 1.16 25%

Safety Goal 1.0 25% TOTAL


Year-End Rating

High Achiever

Contribution to Multiplier

0.50 0.29 0.25 1.04

n 1 \ j I


Page 101 of 115


Payment of Award:

• Payment of $14,254will be processed on the June 10, 2011 pay date.


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Page 102 of 115

F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating

Profile:

• Senior Engineer - Generation • Role Level - P3 • Salary grade - 44 • Target variable pay percentage -10% • Annual base salary - $94,500

Year Specific Objectives (YSO):

Objective 1

Actions: Support team in achieving the performance targets on the Civil Team Scorecard

Target Outcome: Completion of all the targets on the scorecard


Objective 2

Actions: Increase accuracy and efficiency in civil!structural design, assessments and construction in preparation of the RFS and the Work Package assignment sheet.

Target Outcome: Reduce costs and increase quality for all RFSlWorking Package assignment sheets.

To be completed by: March 31,2011

Objective 3

Actions: Create a work environment that allows people to bring their best to work. Examples of demonstrated leadership can be customized to fit role in the following areas: Demonstrates values of Safety, Integrity, Teamwork, Accountability, Service' Collaboration and Engaging others (change management) • Coaching!Mentoring • Provides Technical Leadership· Ability to manage and deliver on commitments· Good feedback from clients on service provided

Target Outcome: Positive feedback from clients, and team members.


Base Job Accountabilities:

Service Delivery YearEnd

Proactively conducts independent, formal needs assessment and analysis for clients! Manager Rating stakeholders, providing recommendations as well as contracting for needs. Expected by Fully Performing clients to anticipate and influence needs; may create needs. Responds to diverse and! or complex internal! external client! stakeholder queries. Takes responsibility for ensuring client satisfaction by working with the clients! stakeholders to adapt products! services to exceed expectations. Monitors levels of client! stakeholder satisfaction and responds to continuously improve satisfaction levels. Acts as a project manager for low risk, medium impact, and medium complexity projects



Page 103 of 115

OR as a task manager for higher risk, higher impact, and higher complexity projects. Has involvement in multiple projects. Expected to be highly knowledgeable on standards, policies, practices and procedures. Contributes and provides input into the writing and development of standards as well as enforces and models standards.

Planning

Assesses complex short- to mid-term financial and operational plans by conducting impact analysis, information integration, and data synthesis. Links financial information to operations through higher level planning. Regularly recommends function! business unit strategy; may provide input into Line of Business and! or cross Lines of Business strategy. Coordinates resources (financial, technical, people) and evaluates! adapts existing schedules, project timelines and budgets to support business outcomes and achieve business results. May manage resources.


Proactively initiates builds, maintains and manages ongoing internal and external working relationships. Strongly influences and may negotiate with clients consultatively on medium impact and low risk situations. Establishes, maintains and may encourage the development of peer relationships and may champion a teamwork environment as a team leader.

Business Solutions

Exercises independent judgment in analysis and problem solving on highly complex and medium scope problems, within identified guidelines, procedures and standards. Provides suggestions for solutions that fall outside of established parameters. Challenges guidelines when necessary. Conducts research on industry "best practices" and conducts market scans in resolving issues and suggesting solutions. Regularly required to use creativity in designing and recommending modifications to work processes; projects, policy developments and! or client issues. Exercises and encourages creativity! innovation impacting across function! business unit. Estimates, makes recommendations and may approve expenditures within function! business unit budget. May be held accountable for financial costs. Makes medium impact, medium risk operational decisions (processes, standards, procedures) in area of expertise within the context of stated guidelines; challenges operational guidelines when necessary. May impact broader operational decisions. Provides input into strategic decisions within function! business unit; may provide input into broader organizational strategy based on experience and professional skill set.

Leadership

Leads medium sized programs! projects within a function of the business. May provide input into broader business unit leadership. Provides technical leadership to a function! business unit and may provide technical leadership corporate-wide in a limited capacity. Acts as a technical leader! expert for a specific set of professional skills within function. Provides technical leadership and! or advice to external clients and stakeholders.


Manager Rating

Developing

Manager Rating

Needs Improvement

Manager Rating

Fully Performing

Manager Rating

Needs Improvement

2

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Page 104 of 115

Provides regular and significant coaching! mentoring and acts as a role model to more junior employees within function! business unit and occasionally across functions! units in area of professional expertise. Engages in self-development through personal leadership.

Year-End Rating

Needs Improvement

F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating 3


Page 105 of 115

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Personal Achievement Factor WAF) Calculation:

Year-End Rating

Needs Improvement o


Measure Performance Rating Weighting Contribution to Level Multiplier

F Inancla G oa 1 0 50% 0 050 Customer Satisfaction Goal + 1.16 25% 0.29

Safety Goal 1.0 25% 0.25 TOTAL 1.04


Variable Pay I BC Hydro I Personal I Time Pro- I Base I Target Achievement Ration (if Percentage Multiplier

Factor applicable) Salary

10% I 1.04 I 0 I 1.0 I $94,500 I Payment of Award:

• Employee is not eligible for a variable pay award based on the Needs Improvement performance rating.


Variable Pay

Award

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Page 107 of 115

of 1

Return to Web Version

P1 Job Titles/Codes ·

P1 position$It." are placed In salarY grade 42 and have a 8% variable pay target.

JOB CODE JOB TITLE

MCC1AD Applications Engineer 1

MBC 1AK . Asset Risk & Business Improvement Analyst

MBC1AE Articled Student

MEC1M ·Audit Trainee

rCC1M

EfT 1 ·€l·'l.::; t MCC1AB EIT2

MCC1AC Engineer 1

MCC1AF ~Fresource -Pran~rng Engineer 1

6 MFC1AB Engineer 1, Safety

MBC1AD FOI Coordinator

MFC1M HRAnalyst

MBC1AF Load Forecast Analyst

MHC1M Operation Services Analyst

MBC1M Resource Planning Analyst

MBC1AI Security Analyst

MBC1AG WorkSafe Glaims Management Analyst

MJC1AC Assistant to CEO, Powerex .


Page 108 of 115

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Page 110 of 115

Financial Services S12 511

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T&D Finance May 2011

Finance Director VickiTse

Miehael Wynne (Acting) 541 S47

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Page 111 of 115

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Inventory Control Manager

(MMBU) Mav 18, 2011

Laura Rasmussen (AI

Forecasting and Inventory Planning

Manager

nvestment Manager

Barry Eccleton Matenal Distribution Operations Ml!nager

Stephen Winkelmann

Project Materials Manager

Philippa Smith ransDmtation

Eric Ekholm MDC Manager

Donna McMinn (AI Manager of MMBU

Murray Crampton

Lower Mainland

Ron Wiebe Senior Regional

Operations Manager

Manfred Cienciala

Vancouver Island

Barbara Bolenback

Finance Manager

Scott Dobie

North Interior

r Bev L~Ck P; )-----,~ Supply Chain Process & Systems Manager

II JJ

Wayl\e Nichip< IIOperattions Mqn,

Interior Sotilf


Page 115 of 115

2012_04_05 exhibit b_16_4 bc hydro ires to cope_1_64_4 new

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