Canadian Electricity Association
2008 - Volume 79 - Number 1
Message from
CEA’s Chair
Canada’s electricity sector is engaging in a wide-ranging public policy debate that will shape
how power is produced, delivered and sold for generations to come.
The debate touches on critical issues in environmental regulation, long-term energy security,
economic competitiveness and infrastructure reliability. None of these issues can be effectively
addressed in isolation, and each one must be considered when planning how we will meet
Canada’s future demand for electricity.
Both Canada and the United States are experiencing growing economies and rising populations,
with consequential increases in electricity demand. Canadians, for example, already consume
21% more power today than we did 15 years ago and our population is forecast to reach
40 million by 2030. Projections in both Canada and the United States call for a 25% increase
in generation capacity by 2025.
As an industry, we have a strong record of providing power when needed and our goal is to
continue to do so in the future. But in many North American regions new power generation
is not keeping pace with growth. Construction is lagging behind demand due to uncertainties
about environmental policy and transmission availability, regulatory processes that are
prolonged by ineffective stakeholder engagement, and the impact of rising costs and scarce
supplies of labour, commodities and parts.
CEA’s member companies are working to address these challenges in a North American context, and although there remains uncertainty about future environmental regulations we have
also recognized for some time that we are working in a carbon-constrained environment. The
debate is not about the merits of long-term reductions in greenhouse gases or air
emissions, but over how quickly we can get there, at what cost and who pays.
In March 2008 the federal government unveiled an aggressive plan to reduce Canadian
greenhouse gas emissions 20% by 2020, and 50% by 2050, and target further reductions in
air emissions. To help meet these goals the Canadian electricity industry has already made
substantial investments that reduce the carbon intensity of power generation.
As we make further investments in cleaner power generation and new technologies we believe
it is essential that policymakers align the pace of change with our trading partners so that
Canadian businesses can remain competitive. The Canadian and American electricity
markets are extensively interconnected, and share many issues in common. Making generation,
transmission and labour constraints a North American concern makes sense from both an
economic and a political perspective.
CEA has put forward a thoughtful and credible perspective, and the Association is an influential participant in the dialogue about the future of the North American energy supply. My
focus as Chair has been on telling the story of Canada’s electricity industry, because we have
an interesting and progressive story to tell.
In this year’s publication you can read about the work our member companies are doing across
Canada to secure our high standard of living, support growth and improve our environment.
I am pleased to have the opportunity to further the good work CEA has initiated during my
second year as Chair. In the year ahead, we will continue to engage member companies and
make progress on achieving CEA’s strategic goals.
Don Lowry
CEA Chair
President and CEO,
EPCOR Utilities Inc.
Table of Contents
Engaging Canadians in a
Sustainable Electricity Future . . . . 3
Risk Management:
The Key to Sustainable
Resource Management . . . . . . . . . . 9
CEA Member
Utility Profiles . . . . . . . . . . . . . . . . 14
AltaLink . . . . . . . . . . . . . . . . . . . 15
ATCO Electric . . . . . . . . . . . . . . . 16
ATCO Power . . . . . . . . . . . . . . . 17
BC Hydro . . . . . . . . . . . . . . . . . . 18
BC Transmission Corporation . . . 19
Brookfield Renewable Power . . . 20
ENMAX . . . . . . . . . . . . . . . . . . . 21
EPCOR . . . . . . . . . . . . . . . . . . . . 22
FortisAlberta . . . . . . . . . . . . . . . . 23
FortisBC . . . . . . . . . . . . . . . . . . . 24
Horizon Utilities . . . . . . . . . . . . . 25
Hydro One . . . . . . . . . . . . . . . . . 26
Hydro Ottawa Holding Inc. . . . . 27
Manitoba Hydro . . . . . . . . . . . . . 28
Maritime Electric . . . . . . . . . . . . 29
New Brunswick Power . . . . . . . 30
and Labrador Hydro . . . . . . . . . . 31
Newfoundland Power . . . . . . . . 32
Northwest Territories
Power Corporation. . . . . . . . . . . . 33
Nova Scotia Power . . . . . . . . . . 34
Ontario Power Generation . . . . . 35
Saint John Energy . . . . . . . . . . . 36
Saskatoon Light & Power . . . . . . 37
SaskPower . . . . . . . . . . . . . . . . . 38
Toronto Hydro Corporation . . . . . 39
TransAlta . . . . . . . . . . . . . . . . . . 40
Canadian Electricity Association, Electricity 08 is published by CEA to inform its
members on the activities of the Canadian electricity industry. Correspondence
should be addressed to the Editor, Electricity 08:
350 Sparks Street, Suite 907, Ottawa, ON K1R 7S8
Tel.: 613.230.9263 • Fax: 613.230.9326
Email: info@canelect.ca • Internet site: www.canelect.ca
Executive Editor: Francis Bradley • Editor: Brigitte Hébert
Graphic design and production: Infoscan Collette, Québec
Électricité 08 est aussi disponible en français.
TransCanada . . . . . . . . . . . . . . . . 41
Yukon Energy . . . . . . . . . . . . . . . 42
CEA Environmental
Stewardship Award . . . . . . . . . . . 47
CEA President’s Award
of Excellence for Employee
Safety . . . . . . . . . . . . . . . . . . . . . . . 48
Electricity has been a persistent issue on the public policy stage, fueling debates on its generation,
transmission, distribution and pricing for well over a century. Coined the “People’s Business” by Tennessee
Valley Authority head David Lilienthal in 1939, electricity has maintained its prominent image as a key
contributor to the common good and a symbol of Canada’s prosperity, leadership and quality of life. Along
with industry and governments, individual Canadians and communities have a long and rich history of
involvement in shaping our electricity system and such a tradition is particularly germane today.
Public understanding is an important factor of progress as the electricity industry
adapts and transforms itself to meet increasing demand in a reliable, environmentally
sustainable and competitively priced manner. Current issues such as those related
to electricity infrastructure, energy efficiency, new technologies, regulation, the
environment and security pose unique challenges to the industry, each of which
is linked to public interest. As service providers, employers, benefactors, partners
and members, utilities are intrinsically tied to the success and well-being of their
communities, and thus uniquely positioned to improve and enrich them as well.
Electricity is indeed the “People’s Business”, as much today as in 1939, though the
urgency of relaying this message is reaching a critical point. As new generation,
transmission and distribution infrastructure is required to ensure an adequate, reliable and sustainable supply of electricity, industry and governments need to raise
awareness, build acceptance and transform public understanding. People must be
educated in what it takes to deliver the reliable and affordable electricity that is
so often taken for granted. Moreover, the overall benefit of electricity as a key part
of an energy strategy for the 21st century must be communicated for such a plan
to be successful. Canadians need to be well informed of and prepared for the cost of
clean, efficient electricity that can support our energy-intense lifestyle and economy.
Canadians need to understand that more can be less in the long term, and that the
interests of society as a whole must be the first consideration. A more expensive
system can increase reliability and result in less loss of economic activity. More
expensive electricity can be consumed through more efficient technologies
resulting in less increase on the customers’ bill. And a more modern and efficient
infrastructure will result in less environmental impact and less drag on the Canadian
economy. All in all, getting the investment conditions right will help make Canada
a destination of choice for long term capital and pay significant dividends in terms
of both productivity and quality of life.
According to International Energy Agency projections, Canada will require investments in excess of $185 billion between now and 2030 to replace and build new
generation, transmission and distribution infrastructure. At a minimum the right
investment conditions must be put in place to address the electricity infrastructure deficit. Those conditions include a coherent energy policy framework that is
broadly supported, an effective and efficient regulatory environment where project
investors can get process and timeline certainty, appropriate fiscal and monetary
conditions where long term capital can be adequately rewarded, and a human
resource pool deep enough to provide confidence that the job will get done.
Moving Forward
Industry, governments and communities have a vested interest in understanding
these forces if Canada is to successfully address the challenges of achieving safe,
secure, reliable, sustainable and competitively priced power. Each has a unique
and important role to play in seeing that the six fundamentals outlined on page 6
are in place to reach this goal.
Source: CEA Public Attitudes Survey, 2007
Public Expectations
Most importantly, the public is increasingly recognizing the benefits and importance of better managing their energy consumption. CEA’s 2007 Public
Attitudes Survey reported that when it comes to
meeting the future electricity needs of their province
Canadians are most in favour of energy efficiency
and conservation programs. Canadian electric utilities have long been delivering energy efficiency programming and information to their customers and
Canadians place high value on receiving information
from their electric utility on using energy more
efficiently. Three-fifths of those polled were of the
opinion that their electric utility should be responsible for delivering energy efficiency programs and
• Increasing interest in the opportunity for creative collaboration between
public and private investment in responding to these challenges.
Both Federal and
Provincial Gov.
Both Utility
Co. and Gov.
• A growing recognition of the need to conserve and be stewards of our
resources for future generations, and to operate in a way that is environmentally sustainable;
Private Sector/
Independent Source
Municipal Gov.
• Aging public and private infrastructure that is nearing the end of its life;
• A rising demand for power fueled by a growing economy and population;
Responsibility for Delivery of
Energy Efficiency Programs (2006-2007)
Federal Gov.
Also critical to our industry’s success is greater public acceptance of electricity
infrastructure as a vital component of our quality of life and the foundation of a
sustainable and thriving economy. Tomorrow’s electricity system will be a smart
one, utilizing advanced digital controls to seamlessly move power across a real
time, self-healing network linking large and small power sources to load in a
bi-directional manner. Such a system will be smarter, more efficient, and more
environmentally responsible. It will cost more than our current analogue system,
but it will also be more reliable. And the cost of an unreliable system to the modern
economy, as the 2003 blackout showed, is vastly higher than the incremental cost
of a modern electricity system.
Issues related to the security, reliability and sustainability of Canada’s electricity
supply stem from a convergence between such forces as:
There is a climate of opinion building around energy
efficiency and this presents an important opportunity for energy efficiency to become part of the
fabric of Canada’s energy framework. With direct
access to consumers and their understanding of
local electricity consumption patterns utilities are
uniquely positioned to deliver on the expectations
around energy efficiency. However, they cannot do
it alone. Effective coordination of policy, programs
and regulatory efforts along with long term policy
and program commitments and appropriate incentives are needed to meet public expectations. The
time is right to demonstrate leadership in energy
efficiency to ensure a sustainable energy future.
In August 2007, the Council of the Federation issued
A Shared Vision for Energy in Canada in which they
called for the promotion of energy efficiency and
conservation as the first step in their Seven Point
Action Plan. In September, the Council of Energy
Ministers released a report which presented a foundation for action on energy efficiency. The document
provided a broad direction for energy efficiency in
Canada including principles for the design and
implementation of effective energy efficiency
policies and programs.
Canada’s electricity infrastructure is at the same crossroads as other physical infrastructure across the country: it is aging and requires replacement, refurbishment,
and in some jurisdictions, it implies significant new construction. Historical demand
trends and future electricity use projections signal the scale of investment that
might be required to meet Canada’s electricity needs. Between 1990 and 2005,
overall electricity demand in Canada increased by 24 percent, fueled in large part
by a growing population, an expanding economy and greater use of electrical
equipment. Despite improvements realized through energy efficiency and demand
management, electricity demand is projected to increase by an annual average
growth rate of approximately 1 to 1.5 percent.
A Climate of Opinion
Provincial Gov.
Government Action
More Can Be Less
In 2006 CEA joined with the Canadian Gas
Association and regulators from Ontario and Alberta
in the development of a series of workshops,
designed to take place over a two year period to
explore the fundamentals of utility energy efficiency
programming and regulatory oversight of these programs. Discussions centered on the experience to
date in Canada, experiences from other jurisdictions,
program measurement and evaluation and rates. The
dialogue helped to clarify the cost benefits program
equation and achieve a greater understanding in the
regulatory community of the utility business case for
energy efficiency. Two years later, energy efficiency,
driven by environmental concerns, economic competitiveness and energy security remains a core
issue for utilities, energy regulators, governments –
and citizens.
Understanding the Infrastructure Challenge
Electric Utility Co.
Canadian Electricity Generation by Fuel Type, 2007
OECD North American Energy Investment Requirements to 2030
Conventional Steam
Source: Statistics Canada, Survey 2151
Source: International Energy Agency, World Energy Outlook 2007
• Hydro power is a fundamental component of Canadian electricity production,
making up more than 60%.
• Since 1990, the largest structural change in the production mix has been a decline
in hydro power’s share of total production (from 63% in 1990 to 60% in 2007).
• Nuclear power’s share has increased recently, as facilities in Ontario returned to
service following refurbishment.
• There have been important increases in combustion turbine generation since
1990 (from < 1% in 1990 to 4% today).
In 2007, the International Energy Agency (IEA) estimated that over $4.7 US trillion
(cumulative) of energy infrastructure investment is needed from 2006 to 2030 in
OECD North America:
• $2,246 billion US for electricity
• $1,291 billion US for natural gas
- 54% Generation
• $1,023 billion US for oil
- 14% Transmission
• $78 billion US for coal
- 32% Distribution
Sulphur Hexafluoride (SF6) is a greenhouse gas
(GHG) that has been used for over 30 years in the
utility industry as an insulating medium and for arc
interruption in electrical transmission, distribution,
and generation equipment. The combination of electrical, physical, chemical, and thermal properties
makes SF6 unique and indispensable in electric
power equipment, with no functionally equivalent
substitute. However, the use of SF6 also has environmental consequences. It has a significant global
warming potential (GWP), which requires immediate
and proactive action by industry to track and manage
SF6 use and releases.
Recognizing the GWP of SF6, CEA incorporated the
management of SF6 into the Association’s
Environmental Commitment and Responsibility (ECR)
Program. Many CEA member companies have also
integrated SF6 into their Environmental Management
Systems (EMS), best management practices, and
internal occupational health and safety standards.
In March 2007, CEA took this good industry practice
another step forward with the signing of a Memorandum of Understanding (MOU) with Environment
Canada to cooperate on SF6 release data from the
electricity sector and share information on best practices, guidelines, and technology developments on SF6.
As part of the MOU, the electricity sector and
Environment Canada have now completed a first in
kind SF6 emission measurement and reporting protocol for utilities from coast-to-coast-to- coast. The
protocol, consistent with the current guidelines of
the Intergovernmental Panel for Climate Change
(IPCC), will be the first detailed guidance document
made available for the measurement of SF6 releases
from electric utilities. It provides a detailed description of the uses of SF6 within the electricity sector,
a description of releases resulting from current
maintenance practices, and internationally recommended approaches to the quantification and
reporting of SF6 releases.
Addressing the Industry’s Challenges
through CEA’s Strategic Goals
1. Timely Investment in Infrastructure
• We must overcome barriers to timely investment in infrastructure, including
siting, rates of return, community acceptance, and public understanding of need.
2. Coordinated, Effective and Efficient Regulatory Regimes
• There must be stable policy and regulatory frameworks in place that provide
investors with the certainty needed to develop much needed power projects.
Coordinated, effective and efficient regulatory regimes within and between
governments, and more timely decisions to provide greater certainty for
investors are essential to attracting investment in Canada’s electricity system.
3. Coordinated Environmental Management
• CEA seeks a holistic approach and greater regulatory coherence on environmental issues, in a manner that is results focused and preserves the widest
range of options in a sustainable manner. Governments should pursue a
balanced strategy that calls for the generation of power from a mix of fuel
sources. Doing so captures the benefits each source brings, and reduces the
risks that flow from an over-reliance on a single generation type.
4. Development and Deployment of New Technologies
Enhancing Awareness and Collaboration
In order to maximize the potential of Canada’s electricity system, governments and
industry need to collaborate on a sound public policy framework that will ensure
adequate supply, encourage efficient use of our energy resources, and promote
environmental sustainability. However, even with effective policy and regulatory
conditions in place, the final arbiter and often the most significant hurdle to new
infrastructure development is public opinion.
The development of the quantification protocol
under the MOU marks an important milestone for
tracking, quantifying, and managing SF6 emissions
in the electricity sector, while enhancing the sector’s
contribution to environmental sustainability.
Although the electricity sector is a relatively minor
emitter of SF6, Canadian electricity companies are
leading the way in terms of managing SF6 through
responsible action.
While there is broad consensus on the importance of reliable and affordable electricity supply to our every day lives, there is a growing disconnect between individual views and the collective interest when it comes to energy infrastructure
development. The costs of infrastructure are often evident, while the benefits
(reliable electricity supply that powers our homes, businesses and the economy
as a whole) tend only to be top of mind during or in the immediate aftermath of
power disruptions.
It is clear that critical to achieving a reliable electricity future is ensuring the public
understands that the cost of unreliable power resulting from a lack of infrastructure development presents significant challenges to the economy and Canadians’
quality of life. This will require a long-term commitment and investment in outreach,
education and transparency that will undoubtedly challenge our industry. But the
evidence is mounting that if we don’t take on this daunting challenge, the costs of
delays, inefficiencies and misunderstandings will be far higher, both to our industry and to the interests of society as a whole.
• Maximizing the benefits of leading-edge technologies and deploying next-generation technology is essential to meeting industry and customer needs and
to ensure an adequate and sustainable supply of electricity. A strong market
based framework (including tax and financial incentives and regulatory
reform) will advance investment in commercial technologies that better serve
customer needs and meet expectations for sustainability.
5. Energy Efficiency
• More needs to be done to encourage Canada to achieve its energy efficiency
potential. Customers expect their electricity supplier to provide options to
assist them in using electricity more efficiently, to help manage customer
costs and minimize environmental impacts. Accordingly, governments and
stakeholders must increase efforts in support of energy efficiency information, programs and offerings. Also, governments and industry must focus on
energy efficiency as a strategic energy policy that is supported by a long-term
and sustained commitment to energy efficiency programs and incentives.
6. Security and Protection of Critical Infrastructure
• Governments and industry must collaborate to ensure that the electricity
system is protected from physical and cyber threats. Ensuring the long-term
security, reliability and stability of the electricity system in Canada, considering its key role in powering other critical infrastructure sectors, is essential
to the economy and quality of life.
Resource industries – with the electricity sector often leading – have worked
closely with the Department of Fisheries and Oceans (DFO) over the last several
years on the development of materials aimed at streamlining the regulatory process.
The Memorandum of Understanding (MOU) between DFO and the Canadian
Electricity Association (CEA) was a significant step forward in that working relationship. The multi-sector MOU between DFO and seven trade associations, including CEA, known collectively as the National Resource Industry Associations (NRIA),
is another. Both of these activities have emphasized improved communications,
consultation, and collaboration, and took as their starting point an initiative begun
within DFO, known as the Risk Management Framework.
The framework is a simple matrix by which projects affecting fish and fish habitat
are classified as low, medium, or high risk. It offers a structured approach to characterize and communicate risks to fish and fish habitat associated with development
projects, and to identify appropriate management options to manage risks. Natural
resource development projects almost always have some effect on fish and fish
habitat, but those effects can fall anywhere on a risk spectrum. However strong or
thorough a piece of legislation may be, there is inevitably a need for public officials
to review the particular impacts of a project, in other words for a judgment call.
A risk management framework brings rules to the game for that judgment call, and
in so doing offers a means to reduce arbitrariness and increase certainty.
DFO’s Risk Management Framework is now a few years old but it is still early days
in its application. Imbedding it in a very busy government department that conducts
itself in a highly decentralized manner is challenging. The success of DFO officials
in this effort is important however, not only because the Fisheries Act itself is so
important as a piece of legislation affecting resource projects, but also because
the risk management approach could set a precedent for how a series of other
pieces of federal resource legislation are implemented.
Four such pieces of legislation are top of mind for resource companies today: the
Canadian Environmental Assessment Act, the Navigable Waters Protection Act, the
Species at Risk Act, and the Migratory Birds Convention Act. They all have a significant impact on natural resource management. Like the Fisheries Act, each of these
acts is particularly important today, when there is so much activity in the resource
Large electricity projects typically require a comprehensive environmental assessment, followed by a
number of regulatory approvals. Better coordination,
more timely outcomes, as well as greater accountability in regulatory decision processes are critical to
building needed electricity infrastructure to power
Canadian homes and businesses.
In February, Natural Resources Minister Gary Lunn
launched the Major Projects Management Office
(MPMO) to provide oversight and accountability to
the federal regulatory process, and improve the
timeliness and consistency of regulatory approvals.
There is a critical linkage between an efficient and
effective regulatory system, and Canada’s ability to
attract project investment. The federal government
and industry alike see an important role for the
MPMO to contribute to ensuring innovative and
competitive natural resource industries across
Canada while strengthening the protection of the
The MPMO will track projects as they progress
through the regulatory system and work with regulatory departments to identify and solve problems.
Its tracking system will also let stakeholders and the
public track the progression of individual projects.
At the beginning of the process, the Office will
establish formal agreements for each project
between federal entities. These agreements will
include timeframes and targets, including Aboriginal
consultation workplans with defined roles and
responsibilities. When necessary, the Office will
intervene to address blockages of the system. The
MPMO will also conduct research, identify areas
where problems exist and pilot new approaches to
improve Canada's system in both the short and
longer term.
The 2007 Federal Budget provided $150 million over
five years to create the MPMO and enhance the
scientific and technical capacity of key regulatory
departments and agencies that deal with major
resource projects. Participating departments and
agencies include the Canadian Environmental
Assessment Agency, Natural Resources Canada,
Environment Canada, Fisheries and Oceans Canada,
Transport Canada, Indian and Northern Affairs
Canada, the Canadian Nuclear Safety Commission
and the National Energy Board.
To ensure CEA remains on-track with meeting the
evolving needs of an ever-changing industry, the
Association’s Board of Directors recently undertook
a comprehensive review of its strategic direction. A
priority area identified by Board members was the
urgent need for more coordinated, effective and efficient regulatory regimes within and between governments and more timely decisions to provide
greater certainty for customers and shareholders.
The establishment of the MPMO is a step in the
right direction.
CEA continues to work with federal officials to
ensure that the MPMO and related investments in
environmental assessment and regulatory capacity
will improve the efficiency, predictability and
accountability of the federal regulatory system,
and improve the integration of all Canadian regulatory jurisdictions as they apply to major natural
resource projects.
For more information about the MPMO, please visit
sector. Canadian resources and Canadian energy are supplying domestic and global
economic growth, and the economic gains from that for our society are substantial.
But resources cannot be developed nor energy managed if projects cannot proceed
because of regulatory delays. No amount of clear permitting authority will be enough
to expedite this process, or better protect the environment. The fact remains that there
will always be a need for a reasoned assessment of what is and is not a priority concern, and why. A risk management framework is essential to do this.
What will it do? Quite simply, it will separate the tough projects from the easy ones.
Those projects with lower risks can be managed using tools that permit a greater
degree of self-regulation by the project proponent. In the case of the Fisheries Act,
lower risk projects are starting to be handled in this way. Best management practice documents and operational statements are being developed by industry in
cooperation with DFO and then adhered to by industry to get projects through the
regulatory process. By following these and – attesting to the fact that they have
done so – industry provides DFO with a means to “check the box” besides the projects in question and focus resources on higher risk projects. An auditing mechanism is currently under development to provide a guarantee that the self-regulatory
process conforms to the regulatory objectives. While some argue that industry
cannot be trusted to comply in this manner, the existence and success of selfauditing by industry in a host of other areas makes it clear that the approach can
work well if properly designed.
Managing lower risk projects in this way allows public officials to concentrate their
resources on the higher risk projects, and ensure that they are really getting the
attention they deserve. By definition, higher risk projects could have a greater negative impact on the environment, and so require the time and effort of professionals (engineers, biologists and others) to ensure that the best designs, the best
mitigation efforts, the best compensatory regimes, are used to minimize those negative impacts. In so doing, a more sustainable resource project can proceed, and
Canadians can rest assured that public money dedicated to protecting our wealth
of resources is being well spent. This is sustainable resource management.
Where to from here? For the electricity sector, involvement with DFO has been a
long and at times a very confrontational process. Change doesn’t occur quickly,
but through sustained cooperative engagement much progress has been made in
applying a risk management based approach that meets the concerns of both sides.
This needs to be encouraged, not just for the ongoing work with DFO, but with regulators responsible for the other pieces of legislation identified above. CEA and
other industry trade associations need to lead this effort – it will mean a more efficient and effective regulatory process, driving our economy forward, and maintaining our environmental well-being.
Energy efficiency isn’t a zero-sum game, where the choice is between sacrificing quality of life or the
environment. It’s about putting utilities and consumers in the driver’s seat to control how and when we
use energy. Cellnet+Hunt is leading the way with the one network ready to combine smart metering, smart
grid and personal energy management communications. That’s what it means to Manage Energy Better.
Learn more about how to manage energy better by visiting www.cellnethunt.com
Scott Thon
President and CEO
CEA Member Utility Profiles
ATCO Electric
ATCO Power
BC Hydro
BC Transmission Corporation
Brookfield Renewable Power
Most Important Issue
2008 Company Objectives
Everyday Albertans use electricity – to make their morning
coffee, to run their businesses, to light up their early days
on the farm – and we need to be there when they flip the
switch. There’s no question Alberta’s appetite for electricity
continues to grow. AltaLink is committed to transmitting
electricity from Alberta’s generators to the more than
85 per cent of Albertans we serve. Our most important issue
for 2008 is to meet the electricity needs of our existing and
new customers by getting much needed new transmission
facilities in place.
• Creating Customer Value: Continuing to develop strong
relationships with customers by listening, communicating and
working with our many customer and stakeholder groups to
identify opportunities and solutions which meet their needs.
Meeting the Needs of our Customers
Our team has been dedicated to ensuring Albertans have reliable electric supply since AltaLink assumed responsibility of our province’s
largest transmission grid in 2002. Without a significant upgrade to
the transmission system in more than 20 years, the need to reinforce
the system and serve Albertans is urgent.
Horizons Utilities
Hydro One
Hydro Ottawa Holding Inc.
Manitoba Hydro
Maritime Electric
New Brunswick Power
• Operational Excellence: Delivering value to Alberta ratepayers
by achieving operational excellence through continuous
improvement of our business practices and processes.
• Supporting the Growth: Recognizing the importance of a reliable
and efficient transmission system in a strong economy, AltaLink
will look to find new, innovative ways to collaboratively build
much needed transmission infrastructure in Alberta.
• Positioning AltaLink as an Employer of Choice: Attracting,
retaining and building relationships with the qualified workforce
needed to sustain and grow our business.
Everyday, we strive for continuous improvement in order to get the
necessary transmission infrastructure built and to keep the lights on
in a more cost-effective way. By focusing on several areas – creating
customer value, operational excellence, supporting Alberta’s growth
and positioning AltaLink as an employer of choice – we will provide
Albertans with safe, reliable and cost-effective transmission service
well into the future.
Newfoundland and Labrador Hydro
Newfoundland Power
Company Data
Northwest Territories Power Corp.
Nova Scotia Power
A Limited Partnership owned indirectly by SNC
Lavalin Group Inc. (76.92%) and Macquarie
Transmission Alberta (23.08%)
of Employees
Approximately 365
$213,439,000 million for the 12 months ended
December 31, 2007
Saskatoon Light & Power
Total Assets
$1,450,298,000 as at December 31, 2007
AltaLink owns and operates the largest
transmission system in Alberta, supplying
electricity to 85 per cent of the province’s
AltaLink is responsible for the maintenance
and operation of more than 11,600 kilometres
of transmission lines and approximately
260 substations in Alberta.
Ontario Power Generation
Saint John Energy
Toronto Hydro Corporation
The Danford Arm is a hydraulically powered, boom-mounted robotic arm designed and
intended for use at both distribution and transmission voltage levels. The Danford Arm
makes energized work on transmission lines safer and more efficient.
Yukon Energy
Sett Policicchio
Rick Brouwer
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Ensuring the safe and reliable delivery of electricity
to our customers.
• Improve safety performance.
• Implement human resources strategies that will support the
company’s projected growth.
• Manage capital growth.
Operational excellence.
• Continue to focus on operational excellence in all areas
of our organization.
• Assessing and developing organic and external growth opportunities
• Continuous improvement in health, safety, and environmental
• Implementing a human resources strategy to support the business
plans and sustained growth.
• Working collaboratively with the communities where we operate.
During 2007, ATCO Electric experienced record levels of capital work in
distribution and transmission due to intense economic activity and growing customer demand in Alberta. This kind of growth creates both challenges and opportunities, particularly with those operations in the high
growth areas of the province like Fort McMurray and Grande Prairie.
The company invested a record amount of capital in 2007 – more than
$296 million. This is over 30 per cent more than was spent in 2006, the
previous record year. That included more than $161 million invested in
distribution and $91 million in transmission. ATCO Electric also invested
millions of dollars in technology, fleet and isolated generation.
We continue to differentiate the company as a preferred place to work
given our remote locations and the challenges that come with recruiting in a busy economy. ATCO Electric has programs to support engineers-in-training, new accountants and technologists and we are
bringing many new apprentices on board as well.
Company Data
ATCO Group
of Customers
of Employees
More than 1,200
Energy Delivered 10,258,000 MWh
and Distribution
Geographically, ATCO Electric serves almost
two-thirds of Alberta, delivering electric energy
to petroleum and forestry companies, farms,
towns and cities, First Nations and Métis
Settlements in 245 communities.
Yukon Electrical Company Limited, Northland
In 2007, ATCO Electric’s own power lineman apprenticeship program
held its largest classes yet, and we are expecting further increases.
In addition to intensive classroom learning, the program gives apprentices hands-on field experience working side-by-side with veteran linemen who can pass on some of their years of expertise and experience.
Apprentices are paid throughout their training.
Our corporate objective is to be the safest electrical utility in Canada;
and “best in class” among members of the Canadian Electricity
Association. Our aim is to meet and exceed safety requirements to
keep our employees, customers and the public safe.
Operational Excellence
ATCO Power’s mission is to increase shareowner value by developing,
owning, and operating world-class power generation projects in
Canada and selected global markets.
Our focus in 2008 will be on enhancing the performance of our operations, capitalizing on development opportunities, respecting the environment and the health and safety of our people, and building and
maintaining positive relationships with the people in the communities
where we live, work, and operate. Overarching these objectives is
a requirement to attract and retain a highly skilled and motivated
Company Data
Canadian Utilities Limited / ATCO Ltd.
of Employees
$828.5 million (2007)
Total Assets
$2,412 million (2007)
2,687 MW (2007)
Energy Produced 14,856 GWh (2007)
ATCO Power is a world-class developer, construction manager, owner and operator
of technologically advanced and environmentally progressive independent power
generation plants.
ATCO Power Canada Ltd.; ATCO Power
Generation Ltd.; ATCO Power Australia Pty Ltd.,
Alberta Power (2000) Ltd.; ATCO Resources Ltd.;
ASHCOR Technologies Ltd.
Dan Vachon (left) and Bill Woroschuk are part of the transmission line crew based in
Vegreville Alberta.
Bob Elton
President and CEO
500 MW unit at Revelstoke and the redevelopment of our Aberfeldie
Generating Station are examples of this reinvestment.
Most Important Issue
BC Hydro continues to focus on planning for
British Columbia’s electricity future by addressing
the emerging supply/demand gap.
Securing our Future for Generations
BC Hydro is in the midst of perhaps the most exciting and active period
since we completed the construction of our major hydroelectric facilities in the early 1980s. The initiatives we are undertaking today are
critical to British Columbia achieving energy self-sufficiency by 2016,
and ensuring that future generations can enjoy the same benefits of
low-cost, reliable power that we enjoy today.
The 2007 release of the Province’s BC Energy Plan: A Vision for Clean
Energy Leadership aligns with many of the initiatives BC Hydro has
been undertaking over the past few years. Among the Energy Plan’s
action items, BC Hydro will be focusing on meeting 50 per cent of
incremental resource needs through conservation and efficiency by
2020; ensuring that all new electricity projects will have zero net
greenhouse gas emissions; and generating clean or renewable electricity that will continue to account for at least 90 per cent of total
generation, placing the Province’s standard among the top jurisdictions in the world.
To help address the gap between electricity demand and that which can
be supplied from existing resources, we have developed an updated
Demand Side Management plan that will aggressively target 10,000 GWh
of savings by 2020. In addition, we are investing significant resources in
our existing heritage assets to ensure that the low-cost benefits these
provide continue into the future. Projects such as the addition of a fifth
BC Hydro is also seeking additional supply of clean power from
Independent Power Producers through our Standing Offer Program for
small-sized generation projects, our Clean Power Call to contract for
up to 5,000 GWh of energy a year, and our Bio-Energy Call to utilize
wood waste and diseased timber. We are also undertaking comprehensive consultation on the potential Site C hydroelectric project on
the Peace River to explore this resource option.
Our ability to deliver on our business goals and priorities depends on
the strength of our people. Most industrial sectors face an aging workforce and a shrinking labour market, and ours is no different. We are
addressing this challenge by actively investing in hiring and retaining
highly qualified employees, developing a diverse workforce and building leadership throughout our company.
BC Hydro is committed to fulfilling our primary purpose, which is to
provide clean, reliable power at low cost for generations. We will
achieve this through a commutative and collaborative approach with
our customers, First Nations, communities in which we operate, and
other stakeholders.
2008 Company Objectives
BC Hydro will be working to return the province to electricity selfsufficiency by 2016. Realization of this target will require us to focus
conserving more, buying more clean energy from Independent Power
Producers, and building more by reinvesting in our heritage assets and
assessing new resources. As we address these issues, we will
continue to focus on our short-term priorities: safety; reliability of
supply and for customers; climate change, energy conservation and
efficiency; financial targets; customer satisfaction; and people.
Company Data
Commercial Crown Corporation, owned by the
Province of British Columbia
Energy Produced
Between 43,000 and 54,000 GWh of electricity
of Customers
More than 1.7 million
of Employees
4,546 (as of March 31, 2007)
Our generation system, of which 90% is based
on clean, renewable hydroelectricity, has a total
installed capacity of 11,300 MW
10,113 MW, recorded in Fiscal 2007
Net income in fiscal 2007 was $407 million.
Domestic sales were $2,791 million and trade
electricity sales were $1,406 million. 52,911 GWh
were sold domestically, with 41,336 GWh through
trade in fiscal 2007.
Peak Demand
for Power
and Distribution
Electricity is transmitted through approximately
18,280 kilometres of transmission lines and
56,000 kilometres of distribution lines.
Powerex Corp. is a leading marketer of
wholesale energy products and services
in Western Canada and the United States.
Powertech Labs offers a full range of
engineering, testing, and analysis services
to clients around the world.
Total Assets
$12,845 million
Total Electricity
94,247 GWh (Fiscal 2007)
Total Energy Sales $4,197 million (Fiscal 2007)
Jane Peverett
President and CEO
Most Important Issue
2008 Company Objectives
Overcoming issues of community acceptance in planning and
implementing new transmission expansion and enhancement.
• Reliability, Costs and Service: Achieve reliability improvements
while lowering costs and delivering outstanding service.
• Market Efficiency: Ensure efficient use and development of the
transmission system.
• Environment and Safety: Continually improve our environmental
and safety management performance.
• Relationships: Build open and constructive relationships with
stakeholders and First Nations.
• Organization & People: Build an engaged and highly skilled
• Financial Return: Deliver the allowed return to our shareholder
Meeting the Need: Building for a Clean
and Reliable Energy Future
As a government-owned Crown corporation, BC Transmission
Corporation (BCTC) is committed to our mandate to plan, operate and
maintain the transmission system and continue the delivery of safe,
reliable, and cost-effective electricity to the province. We’re driven by
the BC Energy Plan and its call for clean, renewable energy, and we
are conscious of the need to integrate new, energy-efficient technology into the transmission system.
With the future in mind, BCTC will continue to invest in improvements
and reinforcements to extend the life and enhance the capacity of our
transmission system. Currently, the majority of BC’s transmission
system is between 40 and 50 years old, and BCTC is working to make
our system more efficient, cost-effective, and environmentally sound.
New transmission lines and other system reinforcements mean reliable, cost-effective energy for communities across BC.
One of the biggest challenges we face in delivering infrastructure
improvements is community acceptance of new transmission lines.
Communicating British Columbia’s need for transmission improvements to communities will play a key role in developing long-term
solutions to meet growing energy demands across the province.
Company Data
Crown corporation owned by the Province
of British Columbia
of Customers
26 wholesale transmission customers
of Employees
$189.8 million in 2007
Total Assets
$145.6 million
287 substations; 18,280 km of high voltage lines
BCTC is dedicated to working with stakeholders to develop expansions that will meet the needs of our growing and dynamic province.
By working with communities, customers, and our transmission partners, we are delivering state-of-the-art, efficient and cost-effective
solutions to transmission expansion in BC.
Building BC’s transmission future.
Richard Legault
President and Co-CEO
Gary Holden
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Producing reliable, low cost power with a priority on health,
safety and the environment.
• Expand our high-quality, long life asset base through acquisition
or development.
• Promote excellence in all our operations.
• Expand core competencies in other generation technologies.
• Achieve excellence in safety performance and be recognition as
industry leaders in accident prevention.
• Manage natural resources in ways to ensure sustainable
Deliver creative solutions to provide cleaner,
reliable energy for our customers.
• Provide leadership in areas of new technology.
• Expand generation capacity.
Brookfield Renewable Power manages the power generating and
marketing operations of Brookfield Asset Management, a global asset
manager focused on property, power and other infrastructure assets.
Building on 100 years of experience, Brookfield Renewable Power is
a leading producer and developer of primarily renewable power, using
water and wind resources, with a growing portfolio of generating
assets. Currently, operations include over 160 generating facilities that
provide energy to markets in North America and Brazil.
In 2007, total assets increased to US$6.8 billion from US$5.4 billion due
in part to the acquisition and development of power facilities.
We increased the overall installed capacity during the year by 117 megawatts through the addition of 18 facilities with expected annual generation of 500 gigawatt hours. We acquired five facilities in North America
with installed capacity of 28 megawatts at a cost of US$67 million. We
also increased the number of facilities in Brazil by 13 through acquisitions and development at a total cost of US$188 million.
In addition, we have six hydroelectric facilities under construction that
will expand our capacity by 145 megawatts at a total projected cost
of US$352 million.
Brookfield Renewable Power takes responsibility for managing natural
resources in ways that ensure sustainable development. In 2007, the
company implemented 14 sustainable development initiatives with
a total investment of more than $1 million. These projects, which
support communities surrounding our facilities, are aimed at conservation, preservation and the support of economic development.
The Brookfield Renewable Power management philosophy is guided
by a core set of values dedicated to protection and enhancement of
the environment, health and safety of employees and the public, and
a commitment to local communities. Going forward, we will continue
to maintain our growth momentum in the North American and Brazil
energy markets by remaining focused on acquisition and development
Company Data
Brookfield Renewable Power comprises the
power generating, distribution and marketing
operations of Brookfield Asset Management Inc.
of Customers
Primarily public utilities, industrial customers
and other market participants in North America
and Brazil
of Employees
1,000 across North America and Brazil
US$963 million (12 months ended December 31,
2007, including operations in North America
and Brazil)
Total Assets
US$6.8 billion in high quality power assets
Energy Produced 13,000 GWh
3,900 MW
Great Lakes Power Ltd.
Company Data
Strong. Simple. Sustainable.
Three important words at ENMAX that serve as guideposts for 2008
as we continue to advance our company's projects, as well as launch
new ideas and initiatives.
We draw our strength from our solid financial record coupled with the
expertise of our employees – whether they are keeping the lights on
in the middle of the night, exploring more energy-efficient ways of
generating and delivering electricity to our customers, or finding ways
to provide the highest quality billing and customer care services. It is
on this strong foundation that we confidently forge ahead to bring
new solutions to the industry.
One of our major accomplishments in 2007 was the official opening
of our 80 MW Taber Wind Farm, the largest project of its kind in
Alberta. We're proud of the fact that our wind farm is a source of
clean energy and we continue to pursue initiatives that underscore
our commitment to sustainability. We're even getting closer to offering energy-efficient micro-generation options for the home or business.
2008 will see ENMAX continue to be a reliable and safe energy
provider and retailer for more than half a million customers throughout Alberta. Plans to build two new gas-fired generation facilities in
southern Alberta will ensure our long-term ability to better serve our
customers. Our highly popular EasyMax energy retail program, which
grew in leaps and bounds in 2007, will continue to offer customers a
competitive choice in the deregulated market.
Through it all, our focus is to keep it simple. We'll make it easy for
households to adopt energy-efficient technologies and save money at
the same time. We strive to make the overall customer experience
just as easy. We'll make it as simple as ... turning on the lights.
(Data is for year end 2007)
City of Calgary, 100%
of Customers
of Employees
$2.1 billion
Total Assets
$2.5 billion
Energy Delivered 33,987 GWh
1,892 MW (includes wind power generation
and PPAs)
Peak Demand
for Power
1,559 MW
and Distribution
7,514 km
Total Energy
15,958 GWh
ENMAX Energy Corp., ENMAX Power Corp.,
ENMAX Energy Marketing Inc., ENMAX
Commercial Energy Marketing Inc., ENMAX
Envision Inc., ENMAX Green Power Inc., Valeo
Power Corp., Furry Creek Power Ltd., Hydromax
Energy Ltd., ENMAX Power Services Corp.,
ENMAX Utility Services Ltd., ENMAX
Encompass Inc., EnPower Green Energy
Generation Inc.
The Taber Wind Farm, developed by ENMAX
Green Power Inc., is the largest project of
its kind in Alberta, with 37 Enercon turbines
located southeast of the town of Taber.
The wind farm has a total generation output
of 80 MW – enough to power more than
32,000 homes.
Don Lowry
President and CEO
Most Important Issue
EPCOR’s focus in 2008 will be on implementing our capital
program, monitoring the company’s risk exposure and
financial position, building the competitiveness of the EPCOR
Power L.P., and using our environment strategy as an enabler
for our business.
EPCOR’s people continue to make progress toward our goal of becoming one of the best power and water companies in North America.
We are focused on implementing a plan to invest almost $4 billion
over the next five years (2008-12) – $3 billion in new power generation and infrastructure and about $1 billion in new water and wastewater facilities – while, at the same time, transforming the processes
we use to run our business. The company’s income growth depends
on expansions at our current operations, improved operational effectiveness, and the successful development and acquisition of power
and water assets.
EPCOR’s capital plan remained on track in 2007 with investments
approaching $500 million. In February 2007 we began construction of
the 495 megawatt (MW) Keephills 3 power generation project which
we co-own with TransAlta Corporation. We also received approval to
build 243 MW of new power generation at our Clover Bar site, using
three high-efficiency natural gas turbines. The first Clover Bar unit with
a capacity of 43.4 MW entered operation in the first quarter of 2008.
Following many months of planning and a successful public consultation process, our Distribution and Transmission business began construction on its Downtown Edmonton Supply and Substation (DESS)
project. The project includes a 10.5 kilometre underground power
transmission line that will help meet Edmonton’s growing electricity
Looking to the future, we also invested in design and early-stage
development for projects that have the potential to deliver dramatic
reductions in greenhouse gas emissions from power generation. This
includes our partnership with Natural Resources Canada and the
Alberta Energy Research Institute on the Front End Engineering and
Design of a near-zero emission power plant at our Genesee site. We
are also exploring the possibility of providing power and recycled
water to the Carbon Development Partnership’s Dodds-Roundhill project, potentially Canada’s first commercial coal gasification facility.
While we continue to pursue new technologies, we also caution that
the pace of implementation must be realistic. For these technologies
to become economically achievable, we will need to overcome technical barriers and adopt market designs that flow the costs of cleaner
electricity through to consumers. The costs should ultimately be borne
by each of us as citizens and consumers of power because we will
each benefit from improved environmental performance.
This is an exciting period in EPCOR’s history. The challenges before
us are many; how we resolve them will help shape the evolution of
Canada’s power industry for decades to come.
2008 Company objectives
• Continue with construction of the 495 MW Keephills 3
supercritical coal plant co-owned with TransAlta Corporation.
• Installation of the second of three natural gas-fired turbines at the
Clover Bar Energy Centre, and planned completion of the
Edmonton Downtown Supply and Substation project.
• Continue to examine the project design, schedule and regulatory
process for the Kingsbridge II Wind Power Project.
• Continue to pursue cleaner power generation through the Genesee
IGCC project and explore supplying power and recycled water to
the Carbon Development Partnership’s Dodds-Roundhill project.
• Advocate for public policies that support our vision of cleaner
power, cleaner water and a cleaner future, and address the lack
of transmission infrastructure.
• Continue to design internal processes that optimize returns on
existing assets, achieve operational improvements, and create
a zero-injury culture.
Company Data
City of Edmonton, sole shareholder
of Customers
600,000 (regulated retail rate, Alberta)
of Employees
$3.7 billion (consolidated, 2007)
Total Assets
$6.6 billion (consolidated, 2007)
Energy Produced 14,224 GWh
(EPCOR and EPCOR Power L.P.-owned units)
3,400 MW (responsible for operating)
8 distribution substations, 284 distribution
feeders and approximately 5,000 circuit km of
primary distribution lines serving about
321,000 customers in the City of Edmonton
EPCOR Power L.P., TSX:EP.UN (EPCOR Utilities
Inc. owns 30.6% interest)
EPCOR Distribution & Transmission Inc.
EPCOR Power Development Corporation
EPCOR Energy Alberta Inc.
EPCOR Merchant and Capital L.P.
EPCOR Water Services Inc.
Karl Smith
President and CEO
Most Important Issue
2008 Company Objectives
Delivering quality customer service is fundamental to
FortisAlberta’s success. In 2008, the Company will enhance
customer service through targeted initiatives such as:
• Continue to deliver consistent earnings driven by customer growth
and an increased rate base.
• Improve customer service through key initiatives such as enhancing
relationships with developers and other key customer groups,
implementing automated metering technology, expanding use of
electricity-driven equipment for oil and gas opportunities and
establishing new performance targets for new customer
connections, outage management and first call resolution.
• Focus on discretionary capital spending through strategic
investments in the electrical system to improve reliability through
initiatives such as replacing aging facilities, improving construction
standards, upgrading lines and installing distribution automation
equipment to restore service faster.
• Improve operational capacity and meet customer demands for new
load by connecting approximately 13,000 new customers to the
electric system.
• Continue improvement in safety performance and increase public
awareness of electrical safety hazards through new work
techniques and equipment, safety education, and training to
employees and external high-risk groups.
• Increase visibility in Company’s service territory through community
investment programs highlighting safety, education and the
environment such as partnerships with Shock Trauma Air Rescue
Society, Alberta Birds of Prey Centre and other initiatives such as
United Way, Junior Achievement, 4-H and CIBC’s Run for the Cure.
• building relationships with customers and key
• installing automated metering technology to provide
accurate daily meter reads and eliminate the need for
estimated metering; and
• implementing new responsiveness targets for new customer
connections, outage management and first call resolution.
Managing Growth and Focusing on Customers
Operating in a robust economy with increased customer demands,
FortisAlberta’s focus in 2008 will be to balance customer needs,
reliability, safety and environmental requirements with prudent
capital investment to improve reliability and service for customers.
In 2008, FortisAlberta will focus on improvements in all areas of
interactions with customers and stakeholders. Providing excellent
customer service is fundamental to FortisAlberta’s future success
whether it is managing outages and first-call resolutions or responding
quickly to a request for a new customer connection. The Company’s
challenge has been, and continues to be, achieving performance
improvements during a period of record capital investment, significant
customer growth and increased regulatory requirements.
FortisAlberta will spend approximately $286 million in capital in 2008
to build additional load capacity mainly to meet customer growth
requirements. The Company is also investing in other infrastructure to
benefit customers such as automated metering technology. This new
system will eliminate estimated meter reads, reduce overall operating
costs associated with manual meter reading and improve billing
accuracy for customers. Other capital projects include maintaining and
upgrading lines, replacing vintage poles and information technology.
The Company’s strong reliability performance is a direct result of the
improved condition of its assets through targeted capital investment
and enhancements in preventative maintenance. While FortisAlberta
continues to achieve high reliability performance, it also continues to
seek improvement in the strength and integrity of its electric distribution
network through the strategic replacement of existing equipment.
FortisAlberta’s safety performance generally exceeds the Canadian
average for utilities of comparable size. In 2008, the Company will
improve safety performance through additional training for apprentices
and new hires, refresher training for experienced staff, continued
investment in new tools and equipment and the development of new
work techniques. Through partnerships with the government and other
industry stakeholders, FortisAlberta will also continue its efforts to
provide safety education and awareness to reduce the number of
public contacts with electrical facilities.
Company Data
FortisAlberta is a wholly-owned, indirect
subsidiary of Fortis Inc., the largest investorowned distribution utility in Canada, serving
almost two million gas and electric customers.
of Customers
of Employees
Total Assets
Peak Demand
for Power
3,182 MWh
106,000 km (operate)
Total Energy
15,378 GWh
John Walker
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Meeting public policy requirements around climate change
and broader environmental issues, while delivering safe,
reliable electricity to our growing customer base at the
lowest reasonable cost.
• Exceed customer expectations through efficient, reliable service, at
the lowest reasonable cost.
• Provide employees with a safe and healthy workplace that fosters
personal growth and rewards initiative, action and productivity.
• Operate in an environmentally and socially responsible manner.
• Optimize shareholder return.
Continuing to create value for shareholders, customers
and the communities we serve in an increasingly
complex regulatory environment.
• Mergers and Acquisitions.
• New Enterprise Resource Planning (ERP) Business System
• Enhanced Asset Management Model.
• Smart Meter Integration.
FortisBC’s 2008 priorities focus on safety performance, capital plan
execution, environmental stewardship, customer satisfaction, and the
attraction and retention of skilled and motivated employees.
Today, British Columbia is experiencing strong economic growth. At
FortisBC we are supporting growth in the communities we serve
through ongoing maintenance and capital investment in the electric
system. The Company is executing a multi-year strategy that will build
additional capacity into the electric system to meet load growth while
providing long term reliability improvements and minimizing operating
costs over time. In 2008, we will invest an additional $109.6 million
to execute capital projects.
During this period of intense capital construction, safety performance
continues to be strong with employees demonstrating a solid commitment to both personal and public safety. In the year ahead, the
Company will focus on sustaining safety achievements through
enhanced safety awareness and accident prevention programs.
Improving customer service is another key priority in FortisBC’s strategic plan. We continue to implement programs that enable us to costeffectively improve customer service through timely communication,
streamlined processes, and the introduction of new technology.
Central to these and all other Company initiatives is the ongoing involvement, commitment and focus of our employees. Recognizing the importance of a skilled and motivated workforce, we actively participate in
activities that support successful recruitment and retention, including
employee-driven initiatives, apprenticeship and scholarship programs.
Company Data
FortisBC Inc. is a wholly owned subsidiary of
Fortis Pacific Holdings Inc. which is an indirect
wholly owned subsidiary of Fortis Inc.,
a Canadian public company.
of Customers
of Employees
Total Assets
Energy Delivered 3,125 GWh
Energy Produced 1,498 GWh
223 MW
Peak Demand
for Power
683 MW
Transmission and 6,900 km
Total Energy
In 2008 FortisBC will embark on two significant regulatory processes –
a resource planning process and a full cost of service and rate design
study. Both processes will take into account the challenges and opportunities presented by Government policy around climate change and
broader environmental issues.
At FortisBC we are committed to minimizing the impact of our operations
on the environment. We apply best practices that ensure appropriate environmental protection measures are in place for all FortisBC business activities, and are working with our communities and the government to help
address global environmental issues. FortisBC President and CEO John
Walker is actively involved as a member of British Columbia’s provincial
Climate Action Team established by Premier Gordon Campbell in 2007.
The team’s mandate is to offer advice on feasible actions to achieve emission reduction targets set for 2012, 2016 and 2020.
FortisBC powerline technicians working at Big White Mountain.
Growth Through Sector Consolidation
Horizon Utilities’ focus in 2008 will be on growth through mergers and
acquisitions and ensuring the appropriate structures exist for distribution utilities to participate fully in conservation and supply/demand
initiatives needed to address Ontario’s future electricity requirements.
Company Data
Horizon Holdings Inc.
of Customers
232,628 (Service territory – City of Hamilton
and City of St. Catharines)
Horizon views the highly fragmented nature of the distribution sector
and the resulting scale of distributors in Ontario as significant opportunities to create enhanced shareholder and customer value. Horizon
continues to be committed and supportive of utility mergers and acquisitions and intends to play a leadership role in the consolidation of
our sector.
of Employees
$94.6 million
Total Assets
$418 million
With regard to meeting Ontario’s conservation and supply/demand
requirements, Horizon will continue to be an industry leader. This includes
our track record on the design and delivery of conservation programs
that add value to our customers and the timely connections with generators that are targeted to meet regional supply and demand issues.
Peak Demand
for Power
1,051 MW
3,541 km of line
Total Energy
$523 million
Energy Delivered 5,547 GWh
Robert Palmese – Palmese Photodesign Group - Hamilton
Strategic, Sustainable Growth
Max Cananzi
President and CEO
Generation Conservation, an exciting, hands-on,
10-module, curriculum-based, energy conservation
course is being rolled out to 7,500 Grade 5
students in 200 schools in Hamilton
and St. Catharines.
Laura Formusa
President and CEO
Rosemarie T. Leclair
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
To meet the growing electricity needs of Ontario’s
communities, Hydro One is engaged in its largest
infrastructure renewal program in more than two decades.
• Continue to operate the existing transmission and distribution
system in a manner that is commercial and transparent.
• Work with our industry partners to ensure that electricity is
delivered safely, reliably and affordably to our customers.
• Maintain operational excellence and remain absolutely and
resolutely committed to safety and to a cleaner environment.
• Listen to our customers and be flexible, creative and transparent
at every stage of infrastructure renewal projects.
• Continue to implement aggressive workforce renewal programs
to recruit an entirely new generation of energy professionals.
• Continue to develop a Smart Network to modernize our distribution
• Renew our work on a Ten-Year Transmission Plan to support the
Ontario Power Authority’s Integrated Power System Plan.
• Help our customers conserve energy – a precious resource, thereby
supporting the Province’s efforts to create a conservation culture
in Ontario.
Continue to enhance customer value through service
excellence and innovation, providing safe, reliable and
responsive services at competitive rates.
Partners in Powerful Communities
In 2008, our focus will remain on our core business of transmitting
electricity safely and reliably to Ontario homes and businesses. As
stewards of Ontario’s massive and complex electricity transmission
system, Hydro One is continuing to make significant progress on a
number of critical system investment initiatives.
These initiatives include improving the use of existing infrastructure,
relieving internal congestion points and delivering new clean generation, including renewables, into our system.
The largest aspect of our system augmentation is improving transmission capabilities in southern Ontario. A new 180-km 500-kV transmission line, scheduled to be in service by the end of 2011, will deliver
approximately 3,000 MW of emission-free power to Ontarians.
Public awareness and understanding of the need for projects is at the
heart of their acceptance. Working well with our stakeholders is the
only way to ensure we can complete the enormous amount of work
to be done. At every opportunity, we meet people in the communities
where they live, understand their issues and work with them transparently to ensure Ontarians have the electricity they need, when
they need it.
Company Data
Owned by the Province of Ontario
of Customers
1.3 million
of Employees
4,600 regular employees
$4,655 million
A Leading, Trusted, Community Company
To be recognized as a leading, trusted, community company – that is
the vision the Hydro Ottawa Group of Companies has set for itself:
Leading the sector in efficient, reliable service and the creation of
shareholder value; trusted by our customers, our employees, our shareholder, our community and our industry colleagues; and always acting
as a responsible and engaged corporate citizen in our community,
reflecting our dual mandate as both a financial investment and a community asset delivering essential services.
In 2007, we made significant progress toward this vision by maintaining excellent service reliability and keeping our costs low, and by continuing to invest in our assets and our people, developing and retaining
the skills we need for the future.
Total Assets
$12,790 million
Peak Demand
for Power
25,737 MW
123,000 circuit kilometres
We also continued to enhance our engagement with the communities
where we do business. We were recognized for our efforts in energy
conservation with a PeakBuster Award from the Ontario Clean Air
Alliance, received two awards for our work promoting safety in our
community, and finished second among medium-sized utilities across
Canada in the J.D. Power & Associates Customer Satisfaction Study.
Our core electricity distribution company, Hydro Ottawa Limited,
received ISO certification of its management systems for both Health
and Safety and Environment. And with Smart Meters installed in more
than half of our customers homes, we are well on our way to meeting the provincial government’s mandate to deploy Smart Meters
across our service territory.
Hydro One Networks, Hydro One Telecom,
Hydro One Remote Communities
Each of these positive results is a testament to the commitment to
excellence and improvement that employees across the group of companies bring to their work.
Energy Delivered 152.2 TWh (in 2007)
To ensure that Hydro Ottawa continues to prosper in the years ahead,
we will continue to focus on the things that have brought us success
– efficient and effective operations, asset management and reinvestment, strong financial performance, customer value, and responsible
corporate citizenship. We will also continue to invest in our employees, and to prepare for the challenges of the future by expanding our
apprenticeship programs.
We look forward to continued success in 2008 as we continue to
pursue our vision.
Hydro One’s high-voltage line maintainers work together to
ensure Ontario has a safe, reliable supply of electricity.
An important investment: Hydro Ottawa’s in-house Apprenticeship Program will
ensure future reliability with a qualified and highly trained workforce.
2008 Company Objectives
• Enhance customer value by providing safe, reliable and responsive
services at competitive rates to the customers and communities
that we serve;
• Achieve solid financial and operating results by cultivating a
culture of excellence and continuous improvement;
• Continue to demonstrate leadership in conservation and Smart
Meter implementation; and
• Contribute to the well being of our community by acting as a
responsible and involved corporate citizen.
Company Data
Hydro Ottawa Holding Inc. is wholly owned
by the City of Ottawa
of Customers
282,000 electricity distribution
of Employees
$680.6 million
Total Assets
$684.4 million
Energy Delivered 7,466 GWh
Energy Produced 120.15 GWh
21 MW
Peak Demand
for Power
1,205,186 kW
3,450 km (overhead); and 2,000 km
Total Energy
7,466 GWh
Hydro Ottawa Limited, Energy Ottawa Inc.,
Telecom Ottawa Limited.
Bob Brennan, FCA
President and CEO
Most Important Issue
2008 Company Objectives
A top priority for the Corporation is improving the safety
record of its employees. Major new initiatives were
undertaken during the year and progress is being made
towards achieving an even safer workplace.
(From Manitoba Hydro’s Corporate Strategic Plan)
Manitoba Hydro made significant progress on several major projects
during the year while continuing to focus on its mission of providing
Manitobans with a long-term supply of energy in a safe, cost-effective,
reliable and environmentally appropriate manner.
A major accomplishment was getting work underway on an access
road to the site of the future Wuskwatim Generating Station. The project has an in-service date of 2012 and is being developed by the
Wuskwatim Power Limited Partnership (WPLP), a unique business relationship between Manitoba Hydro and the Nisichawayasihk Cree
Nation (NCN). This is the first time Manitoba Hydro has entered into
a formal partnership with a First Nations community, and it is believed
to be precedent-setting for Canada.
Our new head-office is rapidly taking shape as it becomes the latest
addition to Winnipeg’s downtown skyline. In November we reached
the top floor as concrete was poured for the 22nd storey. The 695,000
square-foot building, which will be home to more than 2000 Manitoba
Hydro employees, is a landmark achievement in energy efficiency for
large office towers worldwide. Using a carefully selected building site,
a range of state-of-the-art design features and innovative building systems, Manitoba Hydro’s new head office will use 60 per cent less
energy when compared to a new office tower of conventional design.
This signature building affirms Manitoba Hydro’s commitment to
energy efficiency and sustainable development as we look to reduce
the impact of our operations on the natural environment.
The opportunity for future export sales remained very favourable when
our utility signed a Term Sheet with Xcel Energy’s Northern States Power
company of Minnesota in late 2007 to provide over $2.2 billion in
hydropower over 10 years. The sale, which would begin in 2015, must
still be approved by the Minnesota Public Utilities Commission and
Canada’s National Energy Board but the prospects are indeed promising.
Manitoba Hydro continues to enjoy success in increasing employment
of Aboriginals as part of Hydro’s workforce. The Corporation has put
in place several programs to assist in further elevating Aboriginal representation in the workforce and to provide a broader range of career
opportunities for all Aboriginal people.
During the year, the Corporation’s employees once again supported a
number of Manitoba communities through involvement in events both
large and small. I’m very proud of our employees’ volunteer efforts
and would also like to acknowledge their efforts in continuing to meet
the energy needs of Manitobans with skill and dedication. I am
justifiably proud of all of them.
1. Improve safety in the work environment.
2. Provide customers with exceptional value.
3. Be a leader in strengthening working relationships with
Aboriginal peoples.
4. Improve corporate financial strength.
5. Maximize export power net revenues.
6. Attract, develop and retain a highly motivated workforce that
reflects the demographics of Manitoba.
7. Be proactive in protecting the environment and the leading
utility in promoting sustainable energy supply and service.
8. Be an outstanding corporate citizen.
9. Proactively support agencies responsible for business
development in Manitoba.
10.Be a national leader in implementing cost-effective energy
conservation and alternative energy programs.
Company Data
Manitoba Hydro is a Crown Corporation owned
by the people of Manitoba. The governance
of the Corporation is administered through
the Manitoba Hydro-Electric Board, whose
11 members are appointed by the LieutenantGovernor in Council.
of Customers
516,861 (electricity)
259,569 (gas)
of Employees
Total Assets
Energy Delivered Manitoba: 20,555 MWh, Exports: 8,217 MWh,
Gas deliveries: 2,056,000,000 cubic metres
5,461 MW
Peak Demand
for Power
4,173 MW
Manitoba Hydro International, Manitoba HVDC
Research Centre, Manitoba Hydro Utility Services
Fred J. O’Brien
President and CEO
Most Important Issue
Company Data
Wholly owned subsidiary of Fortis Inc.
of Customers
of Employees
Since 1918 Maritime Electric has provided service on Prince Edward
Island and is a fully integrated Company that provides for the generation, transmission and distribution of electricity to 71,900 customers.
The Company and its 179 employees are committed to providing safe,
reliable electricity throughout its service territory.
Total Assets
The substantial increases in the cost of fossil fuels and the refurbishment of the Point Lepreau Generating Station, for which the Company
has an entitlement agreement, are among the factors that continue
to put significant upward pressure on energy supply costs.
150 MW
Peak Demand
for Power
218 MW
The Company recently secured 30 MW of transmission service on the
new 345 kV International Power Line between New Brunswick and
Maine which will increase Maritime Electric’s energy supply options.
and Distribution
4,601 km
Total Energy
1,034.1 GWh
Delivering safe and reliable electricity to customers
at the lowest possible cost.
Delivering Value Here at Home
Wind energy continues to play an important role in the Company’s
long-term energy supply planning process. The recent completion of
a 138 kV transmission line to interconnect a new Government-owned
wind farm has enabled the Company to meet the requirement of having
renewable sources comprise 15% of its electricity requirements
2 years in advance of the legislated deadline. The Company also
recently completed the interconnection of a 20 MW merchant wind
farm which has plans to expand to 100 MW.
Energy Delivered 1,034.1 GWh
Energy Produced 0.3 GWh
The promotion of safety to customers and employees continues to be
an important Corporate focus. The Company’s long-standing Grade 6
School Safety Program and public safety presentations conducted by
Company retirees were both expanded this year.
The Company remains committed to a targeted capital investment
program in energy delivery infrastructure to further improve system
2008 Company Objectives
Maritime Electric is committed to the following:
• Management of operating costs to minimize costs to customers.
• Improving customer service through operational excellence and
improved system reliability.
• Exploration of viable renewable energy sources.
• Continued emphasis on safety and environmental practices
and performance.
• Assisting all customers in using electricity efficiently.
Power Line Technician, Brackley, PEI.
David D. Hay
President and CEO
Ed Martin
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Refurbishing the Point Lepreau Generating Station
• Refurbishing the Point Lepreau Generating Station.
• Mitigating fuel costs.
• Minimizing our environmental footprint.
Safety is our number one priority.
Contributing to a More Vibrant New Brunswick
The NB Power Group is 2,500 New Brunswickers committed to providing safe, reliable and efficient power for the benefit of all New
Brunswickers. We operate one of North America’s most diverse networks of generating stations consisting of nuclear, hydro, coal, oil and
diesel-powered stations.
Company Data
Province of New Brunswick
of Customers
In 2006/07, NB Power recorded net earnings of $21 million. Our
results in 2006/07 were partially due to strong nuclear and thermal
generating station performance and better-than-average hydro flows.
of Employees
Total Assets
$4,151 million
In early 2007, we made significant strides in the renewable energy
portfolio with the signing of agreements to acquire up to 96 MW of
wind energy in 2008. In May of 2007, we issued a request for proposals for an additional 300 MW of wind energy by 2010.
Energy Delivered 17,507 millions of KWh
Throughout 2007, our employees continued to focus on strong operational performance and our operations have never been better. For
the second year in a row our Belledune Generating Station was rated
number one in North America, winning the Electric Utility Cost Group’s
best performer award. Statistics Canada reporting indicated that our
thermal plants, all of our fossil fuel plants, were the most efficient
fleet in Canada. The reliability performance of our distribution system,
which brings the wires right to homes in New Brunswick, was the
best it has been in 14 years.
Two other significant accomplishments that topped off our year were
the completion of the International Power Line and being recognized
as one of Canada’s Top 100 Employers – an honour that recognizes
NB Power’s culture of performance and accountability.
Looking forward, our primary focus in 2008 will be refurbishing the
Point Lepreau Generating Station. We will operate our conventional
generating and transmission systems reliably during the refurbishment
outage to ensure a continued reliable supply of electricity for New
Energy Produced 14,660 millions of KWh (including purchases
of 2,529)
3,959 MW
Peak Demand
for Power
3,160 MW
20,030 km
Total Energy
17,507 millions of KWh
New Brunswick Power Holding Corporation
has four subsidiaries: New Brunswick Power
Generation Corporation* (Genco), New Brunswick
Power Nuclear Corporation (Nuclearco),
New Brunswick Power Transmission Corporation
(Transco), New Brunswick Power Distribution
and Customer Service Corporation (Disco)
Pursuing New Opportunities at Newfoundland
and Labrador Hydro
In 2007, the Government of Newfoundland and Labrador created a
new provincial energy corporation charged with pursuing business
opportunities in the energy sector. The new corporation is the holding company for Newfoundland and Labrador Hydro (Hydro), the fourth
largest power utility in Canada with over 7,200 MW of operating
capacity and employing over 1,200 Newfoundlanders and
Hydro is pursuing broader-based energy opportunities and expanding
its operations into: oil and gas; wind generation; new hydroelectric
developments; alternative energies; and, research and development.
However, our core business – generating and transmitting energy –
will continue to be the cornerstone of the company’s and province’s
Hydro is committed to delivering safe, reliable, least-cost power to
residents, businesses and industrial customers in Newfoundland and
Labrador. We take great pride in our focus on safety, environment,
conservation and ongoing investment in the province.
Through our strong leadership and employee commitment, we are well
positioned to achieve our corporate goals and realize the full potential of our province’s energy resources.
* including New Brunswick Power Coleson Cove Corporation
(Colesonco) and NB Coal Limited (NB Coal)
The cost of fuel and purchased power is our single biggest expense,
representing one half our total operating expenses. Throughout 2008,
we will continue to mitigate our fuel costs to reduce upward pressures on rates.
We will also further our environmental commitment through the proactive pursuit of opportunities to minimize our environmental footprint.
Young customer
plans his future.
Be a world-class safety leader.
Be an environmental leader.
Strengthen our financial and governance structure.
Grow a diversified and viable energy business.
Through operational excellence provide exceptional value to all
consumers of our energy.
• To deliver First Commercial Power from the Lower Churchill Project
to customers in 2015.
• To ensure a highly skilled and motivated team of employees who
are strongly committed to our success and future direction.
• To be a valued corporate citizen and a strong member of the
communities in which we operate.
Company Data (for year end 2006)
Newfoundland and Labrador Hydro is a Crown
corporation owned by the Province of
Newfoundland and Labrador
of Customers
35,381 (industrial, utility, retail and residential)
of Employees
Hydro has a dedicated workforce of 1,147 fulltime equivalents.
$548 million
Total Assets
$2672.8 million
Energy Delivered 39,715 GWh
Energy Produced 40,236 GWh
7,288 MW
Peak Demand
for Power
6,897 MW
and Distribution
Hydro maintains over 4,700 km of transmission
lines and 3,300 km of distribution lines.
Total Energy
$439.3 million
The Hydro Group of Companies is comprised of:
Newfoundland and Labrador Hydro, Churchill
Falls (Labrador) Corporation Limited (CF(L)Co),
Lower Churchill Development Corporation
Limited (LCDC), Gull Island Power Company
Limited (GIPCo) and Twin Falls Power
Corporation Limited (TwinCo).
Transformer Gallery, Churchill Falls Generating Station.
Earl Ludlow
President and CEO
Leon Courneya
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Safety is first and foremost our most important concern,
followed by maintaining high customer satisfaction and
low operating costs for the benefit of our customers.
• Improve safety performance by ensuring safety remains our
number one priority.
• Invest in our system to provide safe, reliable, least-cost electricity
• Maximize service delivery while minimizing long-term costs.
• Increase energy efficiency programs and services to assist
• Maintain the necessary skills to continue meeting customers’ needs
• Enhance our commitment to the communities we serve.
Staffing/succession planning in general and the attraction
and retention of line persons and other journey persons.
• Begin permitting process to expansion of Taltson Hydro site to
serve the diamond mines.
• Operate with no lost time accidents.
• Complete General Rate Application.
• Connect 5 diesel plants to SCADA.
• Obtain franchise to serve new mine.
Focusing on our Future
Safety is a core value shared by all of our employees. In 2008 we will
remain committed to the elimination of workplace and public safety
incidents. Our key safety initiative for 2008 includes the integration
of the Occupational Health and Safety Assessment Series 18001
Health and Safety Management System.
Company Data
In 2008 the NWT Power Corporation will continue expanding its use
of automation and technology to improve efficiency and service to customers. Plans for the year include increased centralized control of
diesel plants 24/7 and increased use of automated meters.
Growth opportunities will be pursued with a new mine under development as well as the development, in partnership with the Akaitcho
Nation and the Métis Nation of a new hydro site and transmission
line to serve the diamond mines operating north east of Yellowknife.
Fortis Inc.
Energy efficiency will evolve rapidly in Newfoundland and Labrador
throughout 2008 as a result of a new provincial Energy Conservation
and Efficiency Partnership. We look forward to playing an active role
in this partnership, and will continue to provide our customers with
practical, actionable energy efficiency information. We will also complete a detailed review of our customer service operations with a view
to maximizing service delivery while minimizing long-term costs for
the benefit of our customers.
of Customers
of Employees
Total Assets
We are focused on the right priorities and look forward to continued
success in 2008.
139.4 MW
Peak Demand
for Power
1,142 MW
Energy Delivered 312 GWH
Total Energy
5,093 GWh
Energy Produced 130 MW on 27 Isolated Systems (240 kW to
65 MW)
and Distribution
10,707 km
115 MW (Isolated Systems)
Peak Demand
for Power
68 MW (Non-coincident)
and Distribution
8000 Poles
Total Energy
312 GWH
NWT Energy Corporation Ltd., NWT Energy
Corporation (03) Ltd., Sahdae Energy Ltd.,
5383 NWT Ltd.
Energy Produced 379.5 GWh
Company Data
Government of the Northwest Territories
of Customers
of Employees
$77 million
Pristine Beauty of the Taltson South Valley Spillway.
Our employees are focused on the safety of themselves and others, every day.
Ralph Tedesco
President and CEO
Most Important Issue
For 2008, key priorities are continued reliability
improvements, introduction and effective execution
of conservation and energy efficiency initiatives, and
continued progress on the addition of renewable energy
to the Nova Scotia Power grid.
Cleaner, Greener Energy
In 2008, Nova Scotia Power will continue to implement our strategy
of adding cleaner sources of energy, resulting in a more diverse energy
portfolio and that is consistent with customers' expectations of more
renewable energy and lower emissions. Nova Scotia Power has
60 MW of installed wind capacity. Upcoming contracts will more than
quadruple that amount by 2010. This represents a half billion dollar
investment, the largest investment in new power generation in Nova
Scotia in more than a decade. We have also embarked, with other
partners, on an exciting demonstration to develop tidal power in the
Bay of Fundy. Nova Scotia Power and OpenHydro of Ireland are designing and building a 1 MW in-stream tidal turbine which will be tested
in the Minas Passage in the Bay of Fundy. The Bay has been identified as the best site in North America for tidal development by the
Electric Power Research Institute. Our goal is to fully explore technical and environmental implications of commercial development of this
renewable energy source and turn the dream of making electric energy
from Bay of Fundy into reality.
Working with stakeholders and our regulator, Nova Scotia Power is
participating in the design of important new conservation and energy
efficiency programs. Managing demand also contributes to our strategy
for managing emissions from fossil fuel generation. The company is
also proceeding in 2008 with plans for development of LEED-certified,
environmentally-responsible, office space.
We are building on our strong operations. In 2007, Nova Scotia Power
earned the President’s Award of Excellence for Employee Safety
(Bronze Award) from the CEA. We were also honoured by the Industrial
Accident Prevention Association with the Canadian Innovation Award
for the Promotion of Healthy & Safety Practices in the Workplace. As
well, three Nova Scotia Power fossil-fired generating units and one
gas-fired unit were recognized for operation excellence, identified by
CEA as being among the most efficient in Canada.
Nova Scotia Power is taking steps to reduce emissions from its power
plants. Low NOx burners were installed in 2007 on two units at our
largest generating station, Lingan. By the end of 2008, low NOx burners will be in place on all four units at Lingan as well as the Point
Tupper and Trenton generation stations. New equipment at Trenton
will enhance fuel flexibility, enabling the use of lower sulphur fuels,
while also reducing particulate emissions. A capital project is under
way to install a new waste heat recovery unit at our Tufts Cove
Generating Station.
A financially strong, healthy utility is best positioned to innovate and
deliver on customer expectations. The Nova Scotia Utility and Review
Board has agreed that a Fuel Adjustment Mechanism is in the interest of our customers. In 2008, Nova Scotia Power will work with stakeholders and our regulator on details for a Fuel Adjustment Mechanism
which has been approved for implementation in January 2009.
2008 Company Objectives
• Work with stakeholders and our regulator to ensure
implementation of our Greener, Cleaner Strategy.
• Increase renewable energy sources that provide electricity for
Nova Scotian homes, businesses and industries.
• Explore new energy options including the development of tidal
power and the importation of hydro.
• Continue to lower emissions from our fossil-fired generating
• Contribute to the dialogue with governments on strategies to
reduce greenhouse gases.
• Enhance our strong safety culture and remain one of the safest
power companies in Canada.
• Invest in our people.
• Ensure financial stability.
Company Data
100% owned by Emera Inc., a publicly-traded
company that is widely held
of Customers
of Employees
$ 1.1 billion
Total Assets
$3.1 billion
2,320 MW
Jim Hankinson
President and CEO
Most Important Issue
2008 Company Objectives
Continually improving performance and building for the future.
• Continued performance improvement.
• Contributing to Ontario’s electricity supply through new generation
• Operating our generating assets in a safe and environmentally
responsible manner.
• Operating on a financially sustainable basis.
• Operating according to the highest standards of corporate
governance with an ongoing commitment to being an open,
transparent and accountable company.
It’s All About Performance
In 2007, OPG continued to deliver on its mandate – generating 70%
of the electricity consumed in Ontario while operating in a safe, open
and environmentally responsible manner. Our hydroelectric and fossilfuelled generating stations continued to achieve excellent availability levels while our Darlington nuclear station was recognized as one
of the best performing nuclear stations in North America. In addition,
OPG was named one of the top 100 employers in Canada, and also
received the CEA President’s Award of Excellence for top quartile
employee safety performance in 2005 and 2006.
Throughout 2008, OPG will operate with a focus on continually improving performance and contributing to Ontario’s electricity supply through
new generation projects.
OPG is currently involved with several major development projects.
These projects include the 550 megawatt Portlands Energy Centre in
downtown Toronto, the first phase of which is scheduled to come into
service this summer; the Niagara Tunnel to increase energy output at
our Beck hydroelectric stations; and the 12.5 megawatt Lac Seul
hydroelectric generating station in Northwest Ontario. OPG is also
exploring the potential development of a gas-fuelled generating station at the site of the former Lakeview coal-fired generating station.
A number of additional hydroelectric projects in Northern Ontario are
also being developed or studied.
Company Data
Province of Ontario
of Employees
$5,887 million
Total Assets
$24,839 million
22,158 MW
Energy Produced 105.1 TWh
in 2007
We continue with the regulatory approvals process for building new
nuclear units at our Darlington site, including a federal environmental assessment that includes extensive consultation with the public
and local stakeholders. We are also proceeding with developing a
business case for the potential refurbishment of the Pickering B and
Darlington nuclear generating stations. Refurbishment will take place
only if there is a solid business case to justify it.
In 2008 and beyond, OPG will continue to operate with an emphasis
on the highest standards of corporate governance; public and workplace safety; corporate citizenship; and environmental and social
responsibility. We will also continue to operate in an open, transparent and accountable manner.
Ontario Power Generation President and CEO Jim Hankinson, Senior Vice-President
Darlington Nuclear Wayne Robbins and OPG’s Chief Nuclear Officer Tom Mitchell
receive prestigious Performance Improvement Award from nuclear industry peers – the
first time a Canadian nuclear operator has received the award.
Henry Hildebrandt
Eric J. Marr, P.Eng.
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Rate stability.
• Completion of construction and transfer of operations to our new
facility. This building replaces the utility’s current structure built in
the 1960’s and mid 1970’s.
• Completion of an AMI feasibility study.
We are concentrating our focus in 2008 on: Safety, Reliability,
and Fiscal Responsibility. Saskatoon Light & Power will
provide safe, reliable and cost-effective electricity in an
environmentally responsible way.
• Apprenticeship Conversion Process.
• Implementation of the Safety First Software in conjunction with our
Safety Performance Management System.
• Secondary Network System Upgrade – High Voltage Primary
Interrupters and Communication System.
Helping our Customers with Rising Prices
The year 2007 saw the beginning of construction on Saint John
Energy’s new Operations Facility. This facility, which will replace our
administrative offices and several of our existing storage locations,
will be completed in 2008. This represents an exciting opportunity to
optimize our operational efficiency and effectiveness. Also pending is
a decision on the full scale implementation of Automated Metering
Infrastructure which will have a significant operational and financial
impact on the company as we move forward. Changes to the electricity market round out the significant issues facing the company over
the next year. Management will continue to monitor current and
expected market conditions to ensure a balance between rate exposure and long term infrastructure requirements needed to maintain
the utility’s reliability and reputation.
During 2007, I was pleased to see the utility continue its “no lost
time” safety record which has lead to four consecutive “CEA
President's Gold Medal Award of Excellence for Employee Safety”.
This is a significant achievement for which the management and staff
of Saint John Energy are very proud. We will continue our efforts to
extend this impressive record over the coming year.
Hard on the heels of our overwhelmingly successful compact fluorescent lighting program of 2006, this past year saw the utility conduct
an LED Holiday Lighting campaign. The rising cost of energy will
require the development of additional such programs that help our
customers with rising energy prices. Over the coming year and beyond,
the Commission will develop new incentives, initiatives and programs
to promote energy conservation.
Company Data
of Customers
of Employees
101 full-time, 5 full-time equivalent
$97.3 million
Total Assets
$47.3 million (net)
Energy Delivered 1,017.6 GWh
and Distribution
12 substations, 410 km overhead lines,105 km
underground lines
Peak Demand
for Power
270.1 MW
Total Energy
$94.1 million
Saskatoon Light & Power’s Vision
It is our goal that Saskatoon Light & Power be a key player in
Saskatchewan’s changing energy future. We work towards being recognized as an efficient, reliable and responsive energy service provider
by the citizens and customers in the City of Saskatoon. Saskatoon
Light & Power will sustain a high level of customer satisfaction by
meeting the customers’ needs and expectations.
In order to achieve our goals, Saskatoon Light & Power is committed to:
Quality Service
Fiscal Responsibility
High Performance
Respect for Others
Safe and Supportive Work Environment
Co-operative Spirit
Continuous Employee Development
Company Data
City of Saskatoon
of Customers
of Employees
$110.6 million (2006)
Peak Demand
for Power
227,867 MVA
519 km O/H and 243 km UG
Total Energy
1,115 GWh (2006)
The Utility will have greater stakeholder value by adopting state-ofthe-art technologies, such as a fibre optics network and automated distribution, improving the quality and reliability of our distribution system,
as well as providing value-added energy services to our community.
Saint John Energy looks forward to bringing value and reliability to
our ratepayers in this era of increasing energy costs with the firm
commitment of continuing to provide our customers with safe, reliable electricity at the lowest rates possible.
City of Saskatoon – Central Business District –
SL&P Secondary Network System.
Patricia Youzwa
President and CEO
Most Important Issue
2008 Company Objectives
Most Important Issue
2008 Company Objectives
Continuing to strengthen our company through intensive
infrastructure and workforce renewal, as well as by
developing and executing a range of innovative initiatives
designed to position SaskPower for present and future success.
SaskPower's ongoing mission is provide safe, reliable and sustainable power to customers while striving to achieve our vision of
powering Saskatchewan to a bright future. Our present areas of
focus include:
• Integrating infrastructure and operational elements of new
supply decision.
• Researching supply options and alternatives for next major
decision expected in 2009.
• Improving customer, operating, business and safety process
• Further developing comprehensive workforce planning, training
and recruitment programs.
• Enhancing partner and community relationships.
Ensuring that our customers receive safe, efficient and
reliable service in a manner that is consistent with our
commitment to corporate social responsibility. To that end,
we are making significant investments in our distribution
system and infrastructure, and supporting this with proactive
community relations and Conservation and Demand
Management programs.
The Power of Transformation
In business, evolution is a necessary and natural process. At
SaskPower, our company's consistent ability to adapt over our nearly
80-year history has secured our role in assisting growth and ensuring
quality-of-life in Saskatchewan. Today, in our province's period of
heightened economic development, an ongoing commitment to revitalization is more important than ever.
Following a year marking record peak load, record customer connects
and record new service applications, we now have the first of a series
of major supply decisions in-hand. As a result, SaskPower is presently
putting in place the initial phase of up to 400 MW of simple cycle
natural gas turbines. In addition to this highly flexible option, wasteheat recovery, wind generation, net metering, conservation and demand
side management will also play a part in our short-term supply strategy.
With our next major supply decision expected in 2009, intensive
research and development continues on a range of options, including
clean coal. First, we and our partners advanced this exciting technology by becoming the first utility to complete a workable design for
the world's first large scale near-zero emissions pulverized coal plant.
Now, with federal and provincial government support, we are developing one of the first and largest integrated clean coal/carbon capture
demonstration projects in the world at Boundary Dam Power Station.
These activities illustrate the type of dynamic thinking and action that
will help our company successfully transform how we deliver services
to customers. In addition to extensive work on supply, we remain
focused on improving internal processes and resources to meet present
and future realities. Initiatives such as our Service Delivery Renewal
Program, Business Continuity Planning Project, Succession Planning
Program and Internal Control Project are taking us through intensive
research, analysis and response designed to prepare SaskPower as we
enter a new era of performance.
Aside from capital costs associated with new generation,
it's estimated that in the next five years SaskPower will
spend over $2 billion on infrastructure renewal.
David S. O’Brien
President and CEO
Company Data
(as at December 31, 2006, unless otherwise noted)
Crown Investments Corporation of Saskatchewan
of Customers
of Employees
$1.353 billion
Total Assets
$4.4 billion
Energy Delivered 17,880 GWh
Energy Produced 19,714 GWh
3,668 MW
Peak Demand
for Power
2,969 MW (February 2007)
and Distribution
155,055 km
SaskPower International, NorthPoint Energy
Solutions and SaskPower Shand Greenhouse
Toronto Hydro continues to lead ambitious Conservation and Demand
Management Programs (CDM) programs for our residential and business
customers. Since launching our CDM portfolio in 2005, we’ve saved
approximately 350 megawatts. We’ve been recognized nationally and
internationally for the innovative programs that we develop, and the
communications campaigns that support them.
Continue our focus on safety and environmental responsibility
Continue to invest in the renewal of our distribution system.
Continue to enhance customer service across all business units.
Maintain Top 100 Employer status, with engaged and empowered
employees who continue to be proud to work for Toronto Hydro.
Provide a consistent and fair regulated rate of return to shareholder.
Continue to participate in the provincial energy strategy, working in
the best interest of our customers and our shareholder.
Continue our emphasis on Conservation and Demand Management.
Continue the mass installation of smart meters and the preparation
of billing systems for Time-of-Use rates.
Company Data
Toronto Hydro Corporation operates three
wholly-owned affiliates in the electricity
distribution; energy services and streetlighting;
and data communications and Internet service
businesses. The City of Toronto is Toronto Hydro
Corporation’s sole shareholder.
of Customers
We strongly support the direction the province is taking to reduce peak
electricity demand in Ontario and to date we’ve installed approximately 416,000 smart meters. We’ve embarked on a significant capital
investment program to enhance our system’s reliability and efficiency.
We’ve also installed advanced outage-response and customer information systems to further improve our service.
of Employees
Toronto Hydro Corporation: 33, Toronto Hydro
Telecom Inc.: 79, Toronto Hydro Energy Services
Inc.: 66, Toronto Hydro-Electric System Limited:
1,543. Total: 1,720
Total Assets
$2,672,525 (‘000)
Our affiliates continue to make significant gains. Toronto Hydro Energy
Services Inc. is expanding its service offerings in the Greater Toronto
Area and has been selected by the City of Toronto to deliver City Hall’s
new energy project. It’s also working with Toronto Police Services to
install close-circuit security cameras in Toronto’s downtown core, contributing to safety and security throughout the city. Toronto Hydro
Telecom Inc. continues to challenge the marketplace by introducing
superior grade data services. Its WiFi network was ranked “best in
performance” when compared to 41 other networks in an independent study (conducted by Novarum) and it opened a new state-of-the-art
data centre providing customers with a secure hosting environment
for mission critical data and operations.
Peak Demand
4,788 megawatts in June 2007
This represents 18 per cent of the Provincial peak
and Distribution
9,100 km Overhead wires, 7,600 km
Underground wires, 16,200 Underground vaults,
10,071 Cable chambers
Toronto Hydro-Electric System Limited is the
regulated wires affiliate. The utility serves more
than 679,000 customers in the city of Toronto.
Toronto Hydro Telecom Inc. is a data communications provider offering customers a suite
of managed network services from connectivity,
including Private Line and Ethernet Metro LAN, to
value added services like Collocation, Security and
Storage. The company also offers its One Zone
WiFi subscription services.
Toronto Hydro Energy Services Inc. is a
leading energy services company in the GTA. Its
core business services include the ownership and
operation of over 160,000 street light assets in
Toronto, developing clean and green generation
projects, and providing business customers with
turn-key CDM.
In 2007, we launched an innovative CDM program that was overwhelmingly successful. The first-in-Canada Summer Challenge for Business
challenged business customers to reduce electricity consumption
between July and August by 10 per cent (when compared to 2006) and
achieved a demand reduction of approximately 83 Megawatts.
We are proud to be named one of Canada’s Top 100 Employers (by
MacLean’s magazine) for the third consecutive year; one of the Top
50 Employers in the Greater Toronto Area and one of the Top 10 FamilyFriendly Employers in Canada. These awards typify our commitment
to workplace health and safety, customer service, environmental
responsibility, CDM, operational excellence, sound financial management, community involvement and employee relations.
Revenues in 2007 $2,389,178 (‘000)
Steve Snyder
President and CEO
Most Important Issue
Sustainable earnings and capacity growth while achieving
aggressive environmental standards.
It’s Obvious… the World is Changing.
We’re Ready…
As one of the western North America’s leading power generation companies, TransAlta is uniquely positioned to take on the challenges of
our changing times.
• We have a highly diversified portfolio of generation assets – primarily located in western North America – with a variety of fuel types
including renewables. Our fuel diversity provides strong ongoing
potential – hydro, wind, geothermal, natural gas and coal.
• We maintain a low-to moderate-risk business model, driven by our
investment grade balance sheet and long-term contracts.
• Our asset base can be continuously renewed for the long-term sustainability of the Company through efficient investments. This
strength is reflected in the strong cash flow we generate and our
balanced approach to capital allocation.
• We consistently take a long-term view, keeping our focus on operations, costs and productivity, and sustaining a strong balance sheet.
Company Data (as at Dec. 31, 2007)
Public company, shares widely held
of Customers
Approximately 190- wholesale, large
commercial and customer counterparties.
of Employees
Approximately 2,202*
$2.7 billion
Total Assets
$7.1 billion
Energy Produced 50,395 GWh – 87.2 per cent availability*
10,824 MW of which TransAlta owns/operates
TransAlta Corporation has three subsidiary
companies – TransAlta Utilities Corporation,
TransAlta Energy Corporation and TransAlta
Cogeneration Ltd. TransAlta Energy Corporation
includes international operations in the United
States, Mexico** and Australia. TransAlta
Energy Corporation has a 50 percent partnership
interest in TransAlta Cogeneration L.P. TransAlta
Cogeneration Ltd. has a 0.01 per cent partnership interest in TransAlta Cogeneration L.P.
* Information provided as at February 26, 2008
** Mexican assets were sold to InterGen Global Ventures B.V.
on Feb. 20, 2008. Sale is subject to regulatory approval.
• Looking ahead, TransAlta sees exciting market opportunities, and
we have a sound strategy to deliver consistent and growing shareholder value.
2008 Company Objectives
• Achieve safety improvement targets.
• Deliver on key plant performance metrics with a focus on reliability
and productivity.
• Develop long-term plans to achieve more aggressive environmental
• Execute on all growth initiatives.
• Maintain a strong balance sheet.
Alex Pourbaix
President, Energy
TransCanada Corporation
Most Important Priorities
2008 Energy Objectives
Continued growth through acquisitions and execution
and delivery of power projects under development
or construction.
• Continued growth through acquisitions, execution and delivery on
power projects in various stages of development or construction.
• Focus on markets where we have significant competitive
• Pursue long-term power purchase arrangements with stable,
predictable earnings.
• Pursue low-cost, base-load generation with robust earnings and
cash flow.
With more than 50 years of experience, TransCanada is a leader in
the responsible development and reliable operation of North American
energy infrastructure.
TransCanada’s total power production can meet the needs of about
7.7 million average households. The Energy division’s Power business
is one of the fastest growing and most profitable in Canada and is
well-positioned to serve growing power demand both in the short and
long-term. Our diversified portfolio encompasses 7,700 MW of nuclear,
natural gas, coal, hydro and wind generation.
Company Data
TransCanada Corporation
of Customers
Mix of customers ranging from long and shortterm wholesale energy purchasers, commercial
retail, and industrial customers.
We have expanded our reach in the Energy arena tenfold since 1999
and nearly half of our net earnings are driven by our Energy division.
Our success is a direct result of our very broad and deep understanding of our core markets.
of Employees
3,600 (TransCanada total)
This year and into the future our focus remains on growth and execution of our various plants under construction which include Cartier
Wind Power, Halton Hills Generating Station and the Portlands Energy
Centre. TransCanada is also a part owner of Bruce Power, which is
currently implementing a $5.5 billion restart and refurbishment program that will deliver 1,500 MW to the Ontario market beginning
in 2010.
Energy Earnings
Energy's net earnings for the year ended
December 31, 2007 of $514 million compared to
$452 million in 2006.
Total Energy
Energy total assets were $7.037 billion at
December 31, 2007.
7,734 MW (December 31, 2007)
Our focus is to expand our already diverse power supply portfolio,
with low operating costs and high reliability and/or facilities that are
underpinned by secure, long-term contracts. We continue to seek
growth and long-term success through acquisitions and greenfield
opportunities in the North American electricity markets we know well
or where we have a competitive advantage.
Total Energy
43,818 GWh
Energy Revenues Energy segment revenues: $4,116 million in
2007, compared to $3,530 million in 2006.
Through our industry leading experience in energy infrastructure development and operations, excellent project management and construction execution, and marketing and trading expertise, we believe we
are a partner and developer of choice. We will continue our efforts
to maintain our reputation as a respected and responsible participant
in the energy markets we serve.
TransAlta Wind: Castle River Wind Farm, Pincher Creek, Alberta.
TransCanada's Bear Creek industrial cogeneration power plant in Alberta.
David Morrison
President and CEO
Most Important Issue
Developing new capacity and energy projects to meet our
growing load base.
This will be, without doubt, one of the busiest years in Yukon Energy’s
history. Not only will we complete Phase 1 of a new 138 kV transmission line in the Central Yukon (at an estimated cost of $36-million),
but we have a number of other projects planned to help address the
growing need for electricity. This includes preparing for the installation
of a third hydro turbine at our Aishihik plant in the southwestern Yukon,
refurbishing two of our oldest diesel units, and searching for viable
options for new hydro development. We also plan to file a General
Rate Application in the fall of this year.
As always, our ultimate goal is to achieve operational excellence. We
will measure our success by our continued ability to deliver safe, reliable power to our customers, our ability to attract and retain a skilled
and engaged workforce, our respect for the environment and for the
communities and people we serve, and the knowledge that safety is
a part of every decision we make and every action we take.
Company Data
Yukon Energy is a publicly-owned electrical
utility that operates as a business, at arms
length from the Yukon government.
of Customers
1,801 retail customers and 1 major wholesaler
that supplies 14,863 retail customers
of Employees
Total Assets
Energy Delivered 301,989 MWh
Energy Produced 326,772 MWh
112 MW
Peak Demand
for Power
66 MW
and Distribution
Two power grids: one in the Southern Yukon
known as the Whitehorse-Aishihik-Faro grid and
one in the Central Yukon known as the MayoDawson grid. We are currently in the process of
constructing a new line that will eventually
connect these two systems. Neither grid is
connected to Southern Canada.
Total Energy
Yukon Energy’s parent company is the Yukon
Development Corporation, which is a crown
corporation of the Yukon government.
2008 Company Objectives
Photo credit: www.archbould.com
• Complete construction of the Carmacks to Stewart Transmission
Line to Pelly Crossing.
• Complete preparations for third turbine at Aishihik.
• Faro and Whitehorse diesel generator rebuilds.
• General Rate Application.
Surveying Yukon Energy’s new CarmacksStewart Crossing Transmission Line.
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and labels
Manitoba Hydro was honoured with CEA’s prestigious Environmental
Stewardship Award in recognition of the utility’s partnership with the
Nisichawayasihk Cree Nation (NCN) to reduce environmental impacts
on the Wuskwatim Project.
“The Wuskwatim Generating Station Project marks the first time an
electric utility and a First Nation have entered into such a comprehensive partnership to develop a generating station with a particular focus
on preserving our natural environment,” said CEA President and CEO
Hans Konow. “Utility and First Nation partnering is an innovative concept to new hydroelectric generation projects which may serve as a
model for future resource development not only within Manitoba, but
throughout Canada and around the world. CEA is proud to honour
an approach that responsibly addresses social, economic and environmental issues”.
remain accountable and transparent to NCN. From the beginning of
the project, consultation was an essential part of the planning used
to select the station design, while Ethinesewin was used to identify
locations for the construction camps, access roads and transmission
lines. In the end, Ethinesewin together with economic analysis and
logistical implications were used by the partnership to collectively
determine the most appropriate project configuration that would provide both environmental sustainability and economic benefits.
CEA’s Environmental Stewardship Award is an integral part of the
Association’s Environmental, Commitment and Responsibility (ECR)
Program. Based on specific criteria and principles, a third party adjucation panel recognizes the year’s top electricity industry initiative that
tangibly demonstrates environmental leadership and innovation.
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• Shows significant impact reduction;
• Has implications for the industry as a whole;
• Demonstrates innovation; and
• Focuses on partnerships and engages First Nations.
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Manitoba Hydro President and CEO Bob Brennan (left) accepting Environmental
Stewardship Award from CEA President and CEO Hans Konow (right).
The Wuskwatim Generating Station brought Manitoba Hydro and NCN
into a close partnership. Both partners filled an essential role in the
project planning process and these roles will continue throughout the
construction and operation phases. Manitoba Hydro’s vision was to
construct a new generating station in an environmentally sensitive and
socially conscientious manner. NCN approached the project with the
purpose of maintaining the traditional use of the land while providing
the community with the economic benefits of being a partner in the
development and operation of a hydroelectric generating station.
Manitoba Hydro has ensured the incorporation of NCN’s traditional
knowledge – Ethinesewin – into Wuskwatim project planning and
development in order to limit adverse environmental impacts and
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For over thirty years, the Canadian Electricity Association has tracked
the employee safety record of its member utilities. Annually, the
President’s Award of Excellence for Employee Safety is presented
to members who have demonstrated superior safety performance
in the past year. By promoting safety, this award has assisted
CEA members in meeting their objectives of accident reduction and
overall performance.
To receive the President’s Award, a reporting utility must be ranked
within the top quartile of their grouping for both All Injury/Illness
Frequency and Lost-Time Severity rates. There are three award levels:
Bronze for the companies who meet the award criteria for the given
year; Silver for meeting the criteria two consecutive years; and Gold
for three or more consecutive years.
Congratulations are extended to the following companies who have
attained the 2006 President’s Award of Excellence for Employee Safety:
Gold Award
For the under 300 employee group (Group III)
Saint John Energy
Silver Award
For the over 301 employee grouping (Groups I & II)
Air Core Current Limiting Reactors
Line Traps PLC
Relay Communication Channels
Capacitor Voltage Transformers
Current Transformers
Potential Transformers
Metering Transformers
Low Power V/I Transformers
LV-HV Bushings (Pwr Transformer)
Capacitor Bank Protective Relays
Resonant Grounding Systems
Composite Bushing Insulators
71 Maybrook Drive, Toronto ON M1V 4B6 Canada
Tel: 416-298-8108 • Fax: 416-298-2209
Power Generation
Bronze Award
For the over 301 employee grouping (Groups I & II )
For the under 300 employee group (Group III)
Nova Scotia Power
ATCO Power
Delivering for Today, Building for Tomorrow
Cert no. SGS-COC-003153
As Ontario communities grow and
new sources of generation become
available, Hydro One is building
new infrastructure to ensure we can
deliver electricity to where Ontarians
need it to be. Understanding our
system’s capacity and your needs is
helping us plan for the years ahead.
Prudent investment in critical
infrastructure is ensuring that we’ll
be able to meet those needs. The
electricity we deliver through our
transmission and distribution system
powers the lives, businesses and
homes of 97% of Ontarians.
Ontario’s future prosperity depends
upon our ability to continue to safely,
reliably and efficiently deliver
Our history of reliability and
operational excellence, and our track
record of delivering key projects on
time and on budget means that
Ontario can continue to count on
us to be there when they need us.
Bringing Power to the People of Ontario™
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