distributor
the
Special Commercial Edition, November 2012
AN ELECTRICITY DISTRIBUTORS ASSOCIATION PUBLICATION
Shared
Success
www.eda100years.ca
Local distribution companies and
their commercial partners are
working together to modernize
Ontario’s electricity grid.
Message from the EDA Chair
In this special edition of the Distributor magazine the Electricity Distributors Association (EDA)
is proud to showcase and recognize its commercial members that provide critical and valuable products
and services to Ontario’s electricity distribution sector.
Our partnerships with commercial members are as integral to the success of the sector today as they
have been for more than a century. Ontario’s local distribution companies (LDCs) will increasingly seek
partnerships with commercial members to assist in all aspects of their business as the distribution industry
is set to undergo unprecedented change.
Electricity is a necessity to developing and building Ontario’s future. The system we rely on today to light
and heat our homes, power-up our mobile and desktop devices that connect us with the rest of the world
will also fuel our travel and integrate further into our society in ways we can’t yet even imagine. Simply
put, electricity is essential to our daily lives today and this will only increase in the future. And the grid
Max Cananzi
must be ready.
EDA Chair
Ontario’s LDCs are renewing and modernizing the grid, and this means incorporating not only new and
emerging technology and equipment, but also implementing new processes and business approaches. In this
new and changing environment there will be many opportunities for our commercial partners to provide
advice, innovative technology and services as LDCs will look to further increase their commitment and
capacity to provide sustainable, innovative and reliable services.
Ontario’s LDCs will continue to draw on the skills and expertise of valued and trusted commercial partners
to provide innovative solutions and ideas and help move Ontario’s distribution system towards its promising
future. Together we must continue to press for innovative solutions in every area of our business.
Commercial members have a strong voice within the EDA through the 17-member Commercial Members
Steering Committee, chaired by Yves Lemoine of Ainsworth Inc. The committee provides valuable insight,
perspective and feedback to Association staff and the EDA Board, represented by EDA Board Director
Ruth Tyrrell.
Ontario LDCs rely on the Electricity Distributors Association to provide representation on issues of
concern to our industry, working with government decision-makers and the broader sector to create
opportunities and remove barriers to our business success. As LDCs succeed, so too will our business
partners and ultimately the communities we serve.
On behalf of the EDA Board of Directors, I extend my sincere thanks to all commercial members for their
continued support and involvement in the Association.
5
Message from the Commercial Member
Steering Committee Chair
Enhancing your Membership Experience
This issue of the Special Commercial Member Edition of the Distributor focuses on the work between
Ontario’s utilities and its partners, commercial member businesses who make a significant contribution
towards the sector’s achievements in innovation and efficiency. As you look through this issue, take note
of the stories and advertisements that highlight the valuable services commercial members provide to
Ontario’s electricity distribution sector and think about the needs that exist within your company that
could potentially be fulfilled through relationships with commercial member businesses.
Much has changed in the electricity industry in the last decade, but the hard work and dedication of the
Commercial Member Steering Committee has remained constant. The committee plays an important
role, acting as an advisory connection between the Association and our commercial members and helping
to provide context and focus for the EDA’s member relations activities. This year we have a 17-member
Yves Lemoine
Chair, EDA Commercial
Member Steering Committee
strong committee, which consists of a cross-section of the EDA’s diverse commercial member businesses
who service all areas of Ontario’s electricity distribution industry. It is with this blend of knowledge
and expertise that the committee is able to guide the EDA to assess and deliver valuable services
for its members.
This year the committee has been working hard to reach out to potential new and existing members
to encourage and enhance both membership and participation. We have also focused on increasing the
presence and participation of commercial members at EDA events while enhancing these events to
further benefit commercial members. The EDA District Annual General Meetings and other EDA events,
including the Executive Symposium and Council Forums, all provide members with valuable networking
opportunities and direct access to LDCs and fellow commercial members.
In addition, EDA Commercial, Affiliate and Associate members qualify for substantial delegate and
exhibitor discounts at EDA-sponsored events that include EDIST, ENERCOM and CUEE.
I would like to personally thank the 17 members of the EDA’s Commercial Member Steering Committee,
Board Director and Commercial Member Liasion Ruth Tyrell and the EDA staff for their hard work and
support throughout the year.
This issue of the Distributor is a platform for our commercial members to showcase their expertise,
knowledge and technologies and to highlight the important relationship that exists between the EDA
commercial companies and our customers, Ontario’s LDCs.
I hope you thoroughly enjoy this Special Edition of the Distributor.
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Innovation Matters to Foster
Competitiveness
Submitted by:
create smarter cities, capable of adapting and
John Lutz
prospering in periods of growth or recession by
President,
IBM Canada
relying on the technological advances available
today to modernize infrastructures.
These challenges represent fertile ground to
introduce innovative approaches for which
Everyone is familiar with the proverb “necessity
Rapid urban growth is quickly moving to top the
is the mother of invention.” History provides
list of industry pressure points. By 2015, the
countless examples of great endeavors
world’s population will number more than seven
achieved by individuals who have innovated in
billion. Nearly 75 per cent will reside in urban
response to a pressing market or business need.
areas. This staggering population growth will
progress and forward-thinking capabilities
are essential.
Consider the following examples:
impact cities on a global scale, with demand for
•
Digital grids can generate electrical power
I have been privileged to witness a number
electricity slated to grow by 33 per cent in the
transmission in real-time and can reduce
of revolutionary transformations in the course
next 20 years. Recent studies have demonstrated
demand by 15 per cent in peak periods.
of my career at IBM, a company that, for
that cities spend 75 per cent of the world’s
over 100 years, has always envisioned the
energy, emit over 80 per cent of the world’s
•
Telvent is helping run simulations and tests
future with a firm commitment to innovation
carbon dioxide, and lose up to 20 per cent of
to determine the best way to make use of
and creativity, not only in Canada but
their water supply due to aging infrastructure.
smart-grid technologies. Hydro One is now
worldwide.
As a result, government and industry alike will
using Big Data analytics to optimize energy
need to find new and efficient ways of addressing
utilization and management while building
urban growth and managing citizen’s needs.
their smart grid in Ontario.
bear witness to the rapid pace of change in the
Today, we have access to technological
•
The Government of Quebec, the Université
world, a commitment to continuous innovation
innovations that allow disparate systems to link
de Sherbrooke, the City of Bromont and
becomes increasingly important. The energy/
and use data to make smarter decisions faster–
Teledyne (Dalsa) teamed with us recently to
electricity sector is a prime example of an
and often in real time–in order to improve the
open a centre of excellence for innovation in
industry that will need to sustain a commitment
quality of life in our cities and deliver services like
the micro-electronics field. This research
to innovation as it rapidly pioneers new energy
electricity more efficiently. However, we
facility will stimulate and accelerate the
technologies to meet increasing demands from
cannot confront 21st century challenges with
commercialization of new electronic microchips
citizens and relentless industry pressure. In
20th century infrastructure.
and microelectro-mechanical systems for
the future products we will use in our homes
and at work, to play and to learn.
At IBM, we share a passion to innovate and
promote economic competitiveness. As we all
Canada alone, if our current electrical power
transmission was just five per cent more
We need to think in terms of evolution to over-
effective, we could permanently eliminate the
come the challenge of modernizing our existing
oil and greenhouse gas emissions produced by
infrastructure and transforming investments into
•
Hydro-Québec (Canada), Alliander
four million vehicles.
innovations and action plans. It is possible to
(Netherlands) and DTE Energy (USA)
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and Drive Growth
are participating in the Smarter Energy
We need to continue to explore all avenues
Investing in continuous innovation and modern
Research Institute to help improve planning
to build smarter cities, from installing more
systems to drive competitiveness will only help
and the reliability of operations through the
intelligent infrastructure, capable of providing
advance this country’s innovation legacy on
use of prediction and optimization in the
our cities with energy, transportation, water
the world stage and foster a solid network of
areas of outage and asset management for
and food, to safeguarding precious resources,
knowledge-based industries for the benefit
the utility of the future.
while preventing environmental damage.
of all Canadians.
Continued investment in research and
development initiatives like these are important
drivers for Canada’s future. These significant
investments contribute to the development of
a more dynamic, responsive and efficient
collaborative spirit with industry, academia
and government, to ensure Canada remains an
economic pillar in coming decades.
It is possible to create
smarter cities, capable of
adapting and prospering . . .
The same principle applies to the construction
of state-of-the-art urban buildings. Recent
residential builds are constructed more intelligently,
so integral parts of the systems in a building or a
house−heating, water, sewer system, electricity−
are managed independently. The technology that
manages the installations operates like a living
organism that can rapidly detect and react, to
protect citizens, save resources and reduce carbon
emissions. Buildings will soon signal repairs
before a breakdown, alert emergency response
units to intervene rapidly with the appropriate
resources, and help consumers and business
owners control their energy consumption and
their carbon emissions in real-time.
Safeguard
Rob Patten, Vice President, Intergraph SG&I Canada says this is why
a CIP solution must do more than provide raw data. “It must provide
intelligence, automation, and interoperability to enable fast multi-agency
response. CIP solutions from Intergraph® increase situational awareness
not only in emergencies, but also during daily operations. Our common
operating picture integrates geospatial technology, sensors, communications,
situational reports, and more – providing real-time intelligence to enable
local distribution companies (LDCs) to make smarter decisions when
every second counts.”
Safeguarding Electric Power
Electric power is essential for nearly every enterprise – from schools and
hospitals to businesses and manufacturing plants. Electric networks cover
large geographical areas containing an intricate system of assets. The
power from these networks generates new forms of energy, such as refined
oil. If power is interrupted, it can disable the economy and national
defense. It can also paralyze response and recovery.
Critical Infrastructure Protection, or CIP, is the combination of
people, technologies, and policies that protect our communities’
vital infrastructure.
When disaster strikes, whether by natural forces or human hands, the
destruction to infrastructure can devastate entire populations. Tragic
events such as the New Zealand earthquake and Japan’s tsunami in 2011,
London’s train bombings in 2005, the U.S. World Trade Center attack in
2001, and recent catastrophic storms, including Hurricane Sandy in the
U.S., have all resulted in catastrophic loss of life and major disruptions
to services.
Patten offers this scenario. “After a failure of the electric network, other
systems soon fail. Sewage pump stations cease to operate, cash machines
fail, and the banking industry soon collapses. Simulations have revealed
that economies dependent on electronic devices would turn to cash-only
transactions, creating untold hardship and underscoring the need for
thoughtful CIP planning. Intergraph’s CIP team has the experience
and expertise to help LDCs keep the power on while protecting the
communities they serve.”
Supporting the Incident Life Cycle
In light of these events, security experts worldwide recommend large-scale
measures to reduce risks and limit consequences.
Physical Security Information Management (PSIM) is the integration
of data from physical security devices and systems to provide split-second
analysis in a shared view among users. The same solution that monitors
normal operations can be used to sense anomalies that may indicate
a terrorist threat, theft, or vandalism.
Protecting infrastructure, such as communications networks, energy
distribution facilities, and water supplies is a major step toward
preventing havoc. This involves planning that anticipates emergencies
that cause multiple, simultaneous incidents. In those circumstances, the
volume of data from alarms, sensors, closed-circuit televisions, and other
systems can overwhelm security teams.
“Intergraph’s Security Framework, powered by our exclusive
EdgeFrontier® software, integrates LDC video surveillance cameras,
alarm systems, intrusion detection devices, monitoring systems,
closed-circuit television, and other sensor systems into a common
operating picture,” says Mark Patrick, Security Business Development
Manager, Intergraph SG&I Canada. “Our rules-based technology records
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Submitted by: Intergraph
Your Critical Infrastructure
and remembers routine activities, so your team can avoid false alarms and
focus its resources on confirmed threats. For example, your security team
needs to quickly discern the accidental input of an incorrect keypad code
from an attempted break-in, or the rumble of heavy equipment from the
beginnings of an earthquake.”
as the Open Standards Security Alliance, Open Geospatial Consortium
(OGC®), and National Information Exchange Model (NIEM). Its
participation in the development of these standards helps ensure best
practices, and its solutions based on these standards are proven in
simulated and real-world environments.
Unlike systems from some other security vendors, Intergraph’s solutions
support the whole incident life cycle – from detection through response
and mitigation. Its software can automatically generate records and
report them directly to the company’s computer-aided dispatch software.
Intergraph can also integrate PSIM with another on-site response system,
or automatically notify local first responders. The company offers fast
and easy interface deployment to just about any device or system,
achieving real-time situational awareness that speeds coordinated
emergency response.
Protecting Communities Worldwide
Interoperable Solutions
Intelligence-sharing and coordinated response among local, provincial,
and national agencies require interoperability among all parties. Without
interoperability – both among agencies and between new and legacy
systems – confusion and distraction to operators and responders
present an unacceptable security obstacle.
“Whether it’s spanning multiple, geographically dispersed sites or
crossing jurisdictions, the responsibility to seamlessly share information
is accelerating. Intergraph’s solutions provide an integration engine to
leverage multiple technologies, communication devices, sensors, and data,
to help achieve unity of command,” says Patrick.
As a premier systems integrator, Intergraph works with leading alarm,
video, and sensor vendors to provide standard-based adapters, which
reduces implementation costs and time frames. Its technologies enable
the immediate sharing and exploitation of intelligence among security
agencies, first responders, incident managers, and other relevant personnel.
And the company frequently works with other technology leaders, such as
Microsoft®, Lockheed Martin, SAIC, and Oracle; academic and non-profit
organizations; and government agencies worldwide.
To optimize mutual aid, Intergraph integrates its solutions, including risk
and compliance management, with offerings from various partners, such
Businesses and governments in more than 60 countries rely on
Intergraph’s geospatially enabled software to improve processes and
make infrastructure better and safer. The company helps you see more,
do more, and work smarter.
Partner with Intergraph’s team to prevent threats to your community,
restore service quickly after major interruptions, and prevent loss of life
during times of crisis. Learn how at www.intergraph.com/cip.
VOLUNTARY CONSOLIDATION:
The LDC
Submitted by:
Mark Rodger
Senior Partner & Co-Chair
of the Electricity Markets
Group at Borden Ladner
Gervais LLP.
If electricity distribution were music it would be pure rock and roll. If
sector consolidation was an album it would feature the best of classic rock.
With the upcoming release of the Distribution Review Panel’s Report, the
EDA asked me to identify some core strategic considerations for local
distribution companies (LDCs) considering voluntary transactions.
Having negotiated numerous successful LDC deals over the past 15 years,
here are a few suggestions on key considerations. For me, the following
songs nicely capture the mood around these strategic priorities.
◗ Welcome to the Jungle – Guns N Roses
Investors and financiers are not dazed and confused when it comes to
distribution utilities. They view LDCs as being akin to safe, long bonds.
And why wouldn’t they? In a world of record low interest rates and
uncertain equity returns, LDCs have never been more attractive. With
a regulated return of around 10 per cent and with many LDCs facing
significant system renewal over the next few years, these combined
ingredients make for a pleasing and powerful riff for those with a
sophisticated ear. Expect significant premiums to be paid for the
top prospects.
transaction must demonstrate and assess the range of achievable benefits,
how enhanced efficiencies will be harnessed, which costs can be reduced,
why resulting rate impacts will be reasonable, why shareholder returns
will be greater, and why service and reliability will be better.
Like the old 1948 Buick Roadmaster hearse Neil Young sings about in
this song (which was Neil’s first car), aging LDC equipment and an aging
workforce continue to be real, pressing and ongoing concerns for utilities.
I fully expect scale and scope benefits resulting from consolidated LDC
capital plans and enhanced implementation of infrastructure and workforce renewal to feature prominently in future LDC consolidation talks.
◗ Paranoid – Black Sabbath
Mistrust is your enemy in any deal. The proper communications strategy is
critical for success. The right disclosure approach must be established to
suit your utility and community. This includes both messaging within your
organization and beyond to customers and other key stakeholders. You
need to strike the right balance and tone. You want to ensure that your
board of directors and municipal council get regular briefings but that
they don’t end up micro-managing the process and causing undue delay.
You must ensure that key decision makers clearly understand all the
relevant deal components and their implications. When you bring customers
and the general public into the discussion, you must decide what the
messages are for them and how you will address their concerns. Above all,
special care and attention needs to be made in terms of dealing with your
municipal shareholder and board of directors. The worst outcome is
having fully negotiated a deal and then going before your board and
shareholder for final approvals only to find them surprised and concerned
about aspects of the proposed transaction.
Because LDC mergers and sales don’t happen often, the “cut and thrust”
environment when doing a deal can be wild and unpredictable. Whether
you are hunting for a merger partner or pursuing a sale or lease, the first
critical step is to develop your deal plan. This is the “show me” document.
It explains why you have selected the chosen path (merger, sale, lease,
or some combination of these options), what the key elements of your
strategy are (an open bid approach or a closed process involving a few
predetermined suitors), and how you define success for your employees,
customers, board of directors and shareholders.
Clear communications is also critical for your prospective partners. If
you proceed by way of a competitive bid process, it is very important that
everyone understands the rules of engagement at the outset. At the end of
the process there will be one winner standing beside you and the rest will
lose out. Transactions are time consuming, complicated and expensive, and
no one who enters the race wants to be the loser. Participants are entitled
to participate in a process that treats them fairly, honestly and which
provides them with a full opportunity to give it their best shot.
Proceeding without a deal plan is, well, an appetite for destruction.
◗ Working Man – Rush
◗ Long May You Run – Neil Young
Open and ongoing communications with your employees is also particularly important in my experience. Your staff have mortgages, credit card
bills and families to raise and worry about. LDC transactions are stressful
on employees. Transactions take several months to complete and are a
time of great uncertainty. Your deal may mean immediate staff reductions
LDCs are long-life assets. The starting line for any transaction is to
understand the final destination - how a particular transaction will
create value. The business plan that underlies the decision to pursue a
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Sector as Classic Rock
or reductions over time. So think ahead about how you will keep your staff
and union in the loop. Regular updates should be part of your deal plan.
Employees have their day-to-day jobs to do without being distracted about
their future in a post-merger, sale or lease world – especially in today’s
economic climate. Even if no job reductions are contemplated it is critical
that you let your people know what is going on, why you are doing it, what
the expected outcomes are, and how you are addressing their concerns in
a responsible manner. Being sensitive to the employee side of your deal
doesn’t only reflect good management practice - it is simply the right
thing to do.
◗ Lola – The Kinks
Make sure you do the proper amount of due diligence on your prospective
partner. Do your organizations have compatible business cultures, a
common approach to governance? Are the shareholders “singing from
the same song-sheet” in terms of financial expectations and other core
relationship issues? Likewise, the various merger, sale or lease proposals
you receive must be carefully evaluated and scrutinized. When you go to your
board of directors and your municipal shareholder for approvals, does
everyone clearly understand the range of implications of the entire package
– from the bottom line purchase price or share split, to debt restructuring
requirements, to liabilities and contingent liabilities, head office location,
impact on employees, other ongoing impacts on the community, the need
for community advisory councils and critical question of rate harmonization
– what happens to distribution rates under consolidation?
These implications need to be carefully considered to avoid settling on a
dance partner only to have a nasty surprise when the houselights come on.
◗ Heroes – David Bowie
Good transactions benefit both sides. Two LDCs become one and the sum
should be greater than its parts. Employees need to be treated fairly and
with respect, customers need to be assured that benefits to them are part
of the deal equation, and shareholders must realize “value”, which different
communities will define in different ways. When considering a transaction
here is a simple litmus test for you to ask yourself: after the proposed transaction is completed, when you walk down your main street will you be able
to hold your head high knowing that your community is better off?
◗ Dirty Deeds Done Dirt Cheap – AC/DC
To ensure a smooth, acceptable process and to capture the maximum
benefits for your LDC and community, you require a team of lawyers who
understand all the intricacies of these transactions (local and provincial
politics, term sheets, bid process and documentation, due diligence,
drafting commercial agreements, tax/PILS, employment, communications,
stakeholder relations, rate design and regulatory approvals). You need a
team who is creative, innovative and who can get the job done. There is
no substitute for experience.
LDC transactions are often the largest and most significant commercial
transactions that the shareholder municipality will ever encounter. You
can be sure the spotlight will be on your deal in your community for a
long time – regardless of your size or where you are located in Ontario.
Choosing the right legal team for the job is crucial. Borden Ladner
Gervais’ Electricity Markets Group has more experience with LDC
mergers and sales than any other law firm in Canada, including developing
the first ever long-term LDC lease in Ontario’s history. So call me. Let’s
talk. And for those about to rock . . . we salute you!
Mark Rodger is a Senior Partner and Co-Chair of the Electricity Markets
Group at Borden Ladner Gervais LLP. He can be reached at
416-367-6190 or mrodger@blg.com.
EPLC Leans on
HealthMAP
At Essex Powerlines Corporation (EPLC), the local distribution company’s
Executive Officer, EPLC says this has all changed with HealthMAP.
(LDC’s) Operations and Engineering departments are currently using
“While implementing our AMI smart metering with UC, we saw an
leading-edge technology to monitor their electric distribution network with
opportunity to gain visibility of our network and implement lean
software called HealthMAP. Using this software, the LDC is leveraging its
business processes for operations and engineering. UC had developed
investment in AMI smart metering to gain near real-time visibility into its
a new product, HealthMAP, which leveraged meter data with a network
entire network. This includes secondary circuits, to enable it to monitor
model to provide near real-time visibility of our entire distribution
network loading, voltages, power outages and network losses.
network, including voltage, loading and outages at meters, secondary
circuits and distribution transformers.”
Using HealthMAP, the LDC has shifted to a proactive operations model
and is now able to monitor its network and proactively manage network
events. For example, by monitoring the load on each of its distribution
transformers, it can now replace overloaded transformers before they fail.
EPLC is located in Southern Ontario and provides reliable and safe
“This prevents unexpected outages, saves a transformer and the costs
power to over 28,000 residents and businesses in Amherstburg, LaSalle,
related to an unscheduled repair. When an outage does occur, HealthMAP
Leamington and Tecumseh. In 2012, EPLC was recognized for its
sends an email alert and lets us see the necessary details to determine the
operational excellence, for adopting best practices in utility operations
location of the outage on a map and the number of customers affected.
and received EDA’s annual OPG LDC Performance Excellence Award.
This reduces the outage duration and our costs related to restoring
Building on a relationship with its metering partner Utilismart
power,” said Mark Alzner, Engineering and Asset Manager at EPLC.
Corporation (UC), has allowed the company to focus on the
HealthMAP shows multiple
“last gasps” on a map during
a power outage at EPL.
core business of distributing electricity and implementing lean
business processes. Established in 2001, UC is a leader in
meter data management and settlement services for small
utilities, is a commercial member of the EDA and located
in London, Ontario. UC currently provides a wide range
of services to utilities, municipalities, industrial and
large-use consumers within the energy marketplace.
Like most LDCs in Ontario, EPLC used to have limited visibility
into the state of its network. Be it a power outage, voltage
problem, transformer overload or network loss, the company
HealthMAP shows a view of the most
overloaded transformers at EPL.
only knew about it after a customer call. Even if EPLC had a
distribution SCADA system, it still wouldn’t have visibility of these
“We are now realizing tangible business benefits – we estimate that we
network events on secondary circuits. Consequently, its operations model
are reaching $4 per meter in annual savings. In addition, we see further
was reactive, inefficient and expensive, consisting of manual processes
benefits with network reliability, increased safety, employee morale and
to diagnose and resolve network events with extra costs in multiple
public relations. Finally, these features bring positive benefits not only
truck-rolls, overtime and rush orders. Ray Tracey, President and Chief
to our LDC but to our customers as well. Preventing an outage for our
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UC’s
for Operations Efficiency
Submitted by: EPLC
customers is something we can take pride in as we strive to ensure
Since the early 2000s, EPLC has adopted principles to continually
customer satisfaction”.
improve its operations efficiency. It has focused on the value of distributing
electricity, essentially being a “poles and wires” company, and contracted
In 2012, EPLC was recognized for
out technology and software to its metering partner. UC has the scale to
its operational excellence . . .
this partnership with UC, we have not only avoided the upfront/operational
deliver added value under its hosted, managed services model. “Through
costs of a traditional AMI smart metering deployment but have also
realized both intangible and tangible business benefits of UC’s HealthMAP
“The best part about HealthMAP is that it is relatively easy to implement,
product for operations and engineering. With HealthMAP, we were able to
especially for Ontario LDCs who have already deployed AMI smart
implement lean business processes and we are now realizing $4 per meter
metering,” says Alzner. When load, consumption and voltage data from
in annual savings. As each LDC considers consolidation within our sector,
smart meters flow to our AMI head-end, this data feed is forwarded to
there will be more scrutiny of operations efficiency so we recommend UC
HealthMAP at UC’s hosting facilities via a secure web service. Health-
offerings for Ontario, The Original Smart Solution for Utilities,”
MAP marries this data feed with a simplified model of our distribution
says Raymond Tracey, EPLC CEO and President.
network and then sends an email alert if a calculated value exceeds a
user-configurable threshold for the following events:
• Power Outages
• Under/Over Voltage
• Transformer Overloading
• Network Losses
“When we receive an email, we click on a link, log into a secure portal
and then HealthMAP automatically opens in a browser. From here our
company can take the appropriate measures,” said Alzner.
The need to re-invest in aging infrastructure is a common issue for all
LDCs in Ontario and Utilities across North America. The pressure on new
capital spend requires EPLC to constantly re-assess its asset investment
plan and optimize. The company must maximize the performance of its
assets in order for them to have a longer life span. Using real time data
from HealthMAP to assess high load stress periods on our assets and
optimize under utilized assets within the distribution system, allows staff
to adjust its capital replacement programs to maximize the return on
investment. “Integrating HealthMAP’s real-time data with our multi-year
asset plans is ensuring every capital dollar is giving us our best value and
improving our ability to service our customers,” says Alzner.
Utilities Battling
Copper Theft is On the Rise
After peaking in 2008, industry and government action combined with
lower prices to put a dent in stolen copper, but recent years have brought
renewed criminal activity. There’s little doubt that higher prices and a
troubled economy have spurred thefts of copper wire from utilities.
Since it is almost impossible to trace the ownership of stolen copper,
utilities are left to bear the brunt of costs for the copper loss. But now,
utilizing a new cabling identification and traceable solution from leading
wire and cable manufacturer Southwire, utilities can partner with police,
prosecutors, and recyclers to raise the deterrent level against theft.
Deterrence Wanes as Prices Climb
A resurgence in copper wire theft during 2010-2012 was a disappointing
turnaround following a decline in crime, which resulted from action by
industry and government to try and curb the trade of stolen metal.
In Quebec, media reports say nearly $10 million of copper has been stolen
in just the past two years alone.
officer with a major metropolitan police department says detectives have
similar frustration. Once a theft is reported, “the first thing (detectives)
ask is, ‘How can we identify the wire/property?’ Without the identification
of the property in the scrap yard, they can’t tie it back to the owner.”
Costs in the Millions
The Electrical Safety Foundation International (ESFI) surveyed
more than 600 utilities in 2008 and based on the results estimated that
more than 90 per cent of utilities experienced thefts of copper wire in the
previous year. It estimated more than 51,000 theft incidents, involving
copper valued at more than $20 million, had an economic cost of more
than $60 million when factoring in replacement.
Utilities have tried various deterrents in the past, including locking
devices and video surveillance. Still, active measures are costly and often
impractical for remote locations.
Various identification strategies have been employed, ranging from
painting cables with distinctive or even invisible paint, to stamping wires,
Southwire’s Proof Positive® traceable
grounding wire features a tin-coated
outer strand and laser-etched
codes on the center strand that
tie back to ownership data.
Southwire’s Proof Positive®
Copper-Clad Steel provides traceability
and theft deterrence in a copper-clad steel
conductor. One outer strand is tin-coated to
provide visibility at a scrap yard.
Southwire’s Proof Positive® Copper features solid copper conductors with
one tin-coated outer strand to provide visibility at a scrap yard.
Southwire’s Proof Positive® traceable grounding wire features a
tin-coated outer strand and laser-etched codes on the center strand that
tie back to ownership data.
Copper wire is relatively easy to steal from isolated substations,
construction sites, and storage yards. But even if a thief is caught in the
act of trying to sell stolen wire to a recycler, it’s usually not easy for police
and prosecutors to make a case.
to spraying adhesive microdots that are encoded with data. Each of these
techniques has its limitations—either the marks are not readily visible to
recyclers or can be stripped.
The problem is prosecutors need physical proof to make the case and, for
the most part, one copper wire looks much like any other. A law enforcement
Southwire Company’s Proof Positive® with TraceID Technology represents
a new approach. The family of traceable grounding incorporates tinned
16
Traceable Solution Changing the Game
w w w. e d a - o n . c a
Resurgence in Copper Theft
ARTICLE AND ALL PHOTOS SUPPLIED BY SOUTHWIRE
outer and center strands that run the entire length of the wire, with
the center strand laser etched with unique codes that identify and prove
ownership. This technology is available in Proof Positive® Copper and
Proof Positive® Copper-Clad Steel to meet the grounding needs of
any utility.
“We developed the Proof Positive® family in response to requests from
utility customers,” says Fernando Baldizon, Product Specialist for
Southwire’s Energy Division. “We wanted to make sure the product would
deliver for our utility customers, but at the same time be easy for the
recycler to recognize and provide the documentation needed for prosecution.
The entire family of products meets the needs of all three groups.”
Southwire applies the TraceID codes during the manufacturing process.
A license code, a serial number unique to every foot, and website URL
are laser etched on the center strand of every foot of the copper wire.
When the reel is ready to ship out, the license code, serial numbers, and
purchasing information are stored in Southwire’s proprietary database
ago, the success stories have been rolling in. Jim Masyk, Vice President
of Energy at Southwire Canada, recounts an early success that proved
this product could have an immediate impact on utilities: “Just three
weeks after the installation of Proof Positive® Copper at a metropolitan
substation, three thieves were in jail awaiting trial on criminal charges.
The utility reported a drop in theft for a period following the arrests. You
can’t ask for better success than that. Because the copper conductor had
the serial codes that could prove ownership without a doubt, the utility had
enough evidence to proceed with prosecution. Furthermore, the utility
now has a means of proving ownership that will make security and legal
investments pay off.”
Jim says the key to stemming copper theft is successful prosecution.
“With proof of ownership from Southwire’s Proof Positive® family
of products, utilities, law enforcement, and recyclers now have the
tools to readily identify stolen materials and bring perpetrators to
justice.” For information on how utilities can employ this new solution
and educate recyclers, visit www.southwire.ca/ and enter keyword
Proof Positive.
The EDA Welcomes
the Following New
Members
The tin-coated outer strands of Proof Positive® Copper and Proof Positive®
Copper-Clad Steel are easily recognizable.
Real Clean Gear
■
TaTa Consultancy
Services
■
(located online at www.2IDCU.com) to identify the rightful owner of each
foot sold. “Recyclers, law enforcement, and even the utility can access the
information in seconds to verify rightful ownership if the product turns up
at a scrap yard.”
Conclusive Proof
Since Proof Positive® was rolled out to North American utilities two years
Sky Energy
■
The Dominion of
Canada General
Insurance Company
■
The Health & Safety Component of
Keeping Protective Apparel Real Clean
The electricity distribution sector has sustained an exemplary safety
But according to Real Clean Gear, while utilities do a great job of
record with utilities making employee and public safety a high-ranking
protecting their employees by providing protective arc-rated apparel that
priority, but according to the ESA’s 2011 Ontario Electrical Safety
could save lives, they often neglect to maintain it. “Arc-rated apparel is
Report, occupational electrical-related fatalities are a significant and
designed to protect workers from an arc flash in the electricity industry
ongoing problem and a particular hazard to those who routinely work
but any damage to the apparel, including rips and tears can severely
near electrical sources.
jeopardize the integrity of the apparel and put workers at immense risk.
This is a major health and safety issue that Ontario’s LDC’s need to be
wary of. While cleaning is important, our maintenance services help keep
utility employees safe, and as such, also provide peace-of-mind for
everyone in the organization.”
. . . any damage to the apparel,
including rips and tears can severely
jeopardize the integrity of the apparel
and put workers at immense risk.
Over the last few years, the pair has observed an upward trend by
Real Clean Gear’s Charlie McMane, pictured left and
Bob McMane, pictured right.
companies to control and monitor their AFPA. “Utilities make a
significant investment in their protective apparel so having this monitoring
For five years, Real Clean Gear has provided a niche service - the care
capability is really important.” The duo has fulfilled the industry’s need
and maintenance of arc flash protective apparel (AFPA). They first began
and now provides tracking and monitoring services through their online
cleaning and maintaining protective gear for fire fighters after starting-up
web-based service. “Our arc flash protective apparel asset management
the company in 2005 and provided inspections as well as major and minor
and safety tracking service provides the capability to track and document
repairs. Then four years ago, the company extended their services to the
the cleaning, maintenance and repair of every piece of apparel. For a
electricity industry.
Health and Safety manager, this provides a full online tracking function
in real-time for every employee’s protective apparel.” Some clients have
Owned by brothers, Charlie and Bob McMane, the pair have cleaned and
found the service so useful that Real Clean Gear has been asked to provide
restored in excess of 1,000 different items that otherwise would have been
and facilitate the stores function. “These clients don’t purchase any new
landfill. Now the company is creating a buzz in the electricity industry,
apparel until we recommend retirement. By doing so, we can provide
extending the life of AFPA and helping LDCs to control their costs. “We
cradle to grave services for our clients’ arc flash protective apparel”.
put a lot of work and effort into finding new and innovative ways to make
the apparel cleaner and safer, while saving our customers money at the
The company services numerous LDCs across Ontario. For more
same time,” said Charlie McMane.
information, visit www.realcleangear.com.
18
w w w. e d a - o n . c a
Submitted by: Hydro One Brampton
Underground Cable Rejuvenation
Program at Hydro One Brampton
Hydro One Brampton is the eighth largest local distribution company
Following successful completion of the 2011 program scope,
(LDC) in Ontario serving over 140,000 customers. Its business
Hydro One Brampton carried out a lessons learned evaluation
strategies carry momentum of continuous innovation that ensures
with staff, Novinium and the contractors. The team identified key
a modern, flexible and advanced distribution system which satisfies
opportunities for improvements to work execution and contractor
customers through reliable delivery of electricity. Since the early 1960s,
coordination. Hydro One Brampton improved on the implementation
Hydro One Brampton has been installing underground systems to supply
methods and retained Novinium to treat an additional 23 km of
service to its customers. Similar to many LDCs, Hydro One Brampton
cable in 2012.
has a broad variety of underground cables in its asset base, each
having limited and varied life cycles that require significant
investment to replace.
The LDC completed several large scale re-cabling projects in the past
and found them to be expensive, resource intensive, and very disruptive
to established customers. It recognized that managing cable performance
over the long-term would be a significant challenge, and worked on
identifying feasible alternatives to replacement.
After an extensive search of the market place in 2000, Hydro One
Brampton identified an innovative cable injection solution as an
alternative to cable replacement. Staff researched the product in
depth, meeting with the vendor to explore the benefits of this process.
Considering this as a potential option, the company launched several
Injecting a XLPE Cable.
pilot projects from 2002 to 2007. These pilot projects were structured
on a cable-by-cable basis only, allowing staff to study, analyze the
viability and application of this product.
“Hydro One Brampton is committed to building and maintaining a
modern, flexible and advanced distribution system that cost-effectively
and reliably delivers electricity to our customers,” said Remy Fernandes,
As a result of successful pilots which solidified confidence in the
President and Chief Executive Officer of Hydro One Brampton.
product, the company launched a large-scale underground residential
“Partnering with Novinium to implement this innovative cable injection
distribution (URD) injection program in 2011, completing approximately
solution demonstrates our dedication to advancing the technology,
20 km of cable treatment. For this project, Hydro One Brampton
maximizing the usefulness of assets and improving productivity.”
partnered with Seattle-based, Novinium, to perform TDR and cable
injection treatment, with the LDC providing civil contractor and high
Hydro One Brampton is an early adaptor of this new and innovative
voltage contractor services. Site selection criteria focused on the age
technology. Using the continuous improvement model and working with
of the cable systems and historical fault occurrence. Subdivisions with
Novinium has enabled it to refine the process to suit its specific needs. It
rear lot primary servicing and submersible single-phase transformation
will continue to explore new methodologies and processes to maximize
were excluded.
efficiencies and shareholder value.
19
The EDA Recognizes and
Commercial
Commercial Members
ABB Inc.
AESI Acumen Engineered Sol. Int. Inc.
Aevitas Inc.
Ainsworth Power Construction Inc.
Aird & Berlis LLP
Amac Equipment Limited
Ameresco Canada
Ascent Solutions Inc.
Asplundh Canada ULC
Automated Solutions International Inc.
AW High Voltage Contracting Ltd.
Aztech Associates Inc.
BCAP Burlington Corporate Apparel
BDR NorthAmerica Inc.
Bel Volt Sales Ltd.
Black & McDonald Ltd.
Bob Mason & Associates
Bohdex
Borden Ladner Gervais LLP
Boreal Solar
Brews Supply A Divison Of WESCO Distribution
Canada LP
Burman Energy Consultants Group Inc.
C. D. Nova-Tech Inc
Cam Tran Co. Ltd.
Canada Post
Candura Instruments
Capgemini Canada
CIMA+
Composite Power Group Inc.
Comprehensive Benefit Solutions Limited
Costello Associates Inc.
Dessau Inc.
Digital Boundary Group
Eaton
Ecofitt Corporation
Elenchus Research Associates Inc.
Elster Metering
Energate Inc.
20
ERTH Corporation
ESAC Electrical & Sys Adv Control
Esri Canada
Fraser Milner Casgrain LLP
Gary Steacy Dismantling Ltd.
George M. Fraser Ltd.
Gowling Lafleur Henderson, LLP
GreenSaver
Ground Aerial Maintenance Service Ltd.
Guelph Utility Pole Company Ltd.
Harvester Energy Canada
Hatch Ltd.
HD Supply Power Solutions
Henkels and McCoy Canada Inc.
Hoey Associates Management Consultants Inc.
IBM Canada Ltd.
ICF MARBER
IndEco Strategic Consulting Inc.
Infrastructure Ontario
Intergraph Canada Ltd.
Itron Canada Inc.
Jesstec Industries Inc.
JOMAR SOFTCORP INTERNATIONAL
Jubb Utility Supply Limited
KA Factor Group Inc.
K-Line Insulators Limited
K-Line Maintenance & Construction Ltd.
K-Tek Electro-Services Limited
Kinectrics
KPMG LLP
KTI Limited
Lakeport Power Ltd.
Landace Hydraulics
Landis + Gyr Inc.
Langford & Associates Inc.
LaPrairie Inc.
Lineman’s Testing Laboratories
MacLean Power Systems
Megger Ltd.
Metering Support Services
Miller Thomson LLP
Milsoft Utility Solutions Inc.
MNP LLP
Moloney Electric Inc.
Navigant Consulting Ltd.
Norton Rose Canada LLP
Novanet Communications Limited
Novinium
Olameter Inc.
Ontario Pole Inspection Services
OPTIMUS | SBR
Pefco Ontario
Phoenix Manufacturing Ltd
Posi-Plus Ontario Inc.
Powerline Plus Ltd.
PowerTel Utilities Contractors Limited
PricewaterhouseCoopers LLP
Primary Power Designs Inc.
RCC Electronics
Real Clean Gear
Riva Modeling Systems Inc.
Rodan Energy Solutions Inc.
Rogers Cable Inc.
Rooney Earl & Partners
S&C Electric Canada Ltd.
SAS Canada
Schneider Electric Inc.
Schweitzer Engineering Laboratories Inc.
Shepherds Utility Equip. Sales (1989) Ltd.
Sky Energy Consulting
SNC-Lavalin ATP. Inc.
Southwire Canada
SPIDA Web, LLC
Stantec Consulting Ltd.
Summerhill
Suncorp Valuations
Survalent Technology
Sussex Strategy Group Inc.
w w w. e d a - o n . c a
Thanks its 2012
and Associate Members
Tata Consultancy Services
TD Commercial Banking
Tetra Tech
The Dominion Of Canada General Insurance
Company
The ITM Group Inc.
The SMi Group International Inc.
Thomas & Betts Ltd.
Urban & Environmental Management Inc.
USM-Permashell Canada Ltd.
Util-Assist Inc.
Utilismart Corporation
Valard Construction LP
Veracity Asset Management Group
Virelec Ltd
Waggware
Westmore Poleline & Electric Inc.
Whitecap Canada Inc.
Willis Energy Services (ONT) Ltd.
Associate
Members
Electrical Safety Authority
Enbridge Gas Distribution
Energy Council of Canada
Five Nations Energy Inc.
Infrastructure Health & Safety Association
(IHSA)
Kitchener Utilities
Ontario Electrical League
Ontario Energy Network Inc.
Ontario Municipal Water Association
Ontario Power Generation Inc.
Ontario Waterpower Association
St. Clair College - Chatham Campus
The Electricity Forum
Utilities Kingston
Utilities Standards Forum
EDA Commercial
Member Steering
Committee
2012-2013
Nick Biase
IBM Canada
Eric Buan
IndEco Strategic
Consulting
Yves Lemoine
Ainsworth Inc.
Chuck Mossman
Henkels & McCoy
Canada
Julia Dalla Rosa
Summerhill
Bohdan Baluta
Bohdex
Richard P. Booy
Composite Power
Group
Bryan Duarte
Metering Support
Services
Eamon Hoey
Hoey Associates
Management
Angelo Gravina
S&C Electric Canada
Bob Mason
Bob Mason &
Associates
Neil Sandford
AESI
John Millar
Digital Boundary Group
Paula Zarnett
BDR North America
George Kelly
Brews Supply Ltd.
(formerly R.L. Brews)
James Mason
Pefco Ontario
Bart Burman
Burman Energy
Consultants Group
Learn more:
www.eda-on.ca
Terms and conditions apply.
For more information enquire at edanews@eda-on.ca
21
The Evolving Role
Local distribution companies (LDCs) are in the midst of an era of
citizenship. The expectation for personal, responsive, and immediate
evolving roles imposed by government and regulators and brought upon
customer service is high for all types of businesses, including LDCs.
by changing customer expectations, and new technologies. Utilities have
Consumers now have choice in the energy market and customer service
achieved excellence in the core function of maintaining the infrastructure
can be a key deciding factor in that choice.”
necessary to keep the lights on. David Heeney, CEO and Founder of IndEco
Strategic Consulting (IndEco) says that while this in itself is a serious
With the dawn of the information age, the public has come to expect
challenge, there are now many other requirements expected of LDCs.
access to the information they require, on demand. LDCs need to
allocate resources to anticipate these information needs and deliver
Regulatory Changes
appropriate information promptly, while maintaining security and
The Green Energy and Green Economy Act 2009 requires every
accompanied by timely notifications of the reasons and expected
LDC, as a condition of its license, to deliver conservation and demand
resolutions for any outages. With the introduction of smart meters,
management (CDM) programs in order to meet energy savings and
customers now also want current, personalized usage information to help
demand targets. In concert with this, utilities have been mandated to
them manage their electricity bills. In the smart grid era, the distinction
install smart meters across their service territories. In addition they
between ‘generator’ and ‘consumer’ starts to break down and evolve and
have been required to work with the Ontario Power Authority (OPA)
information exchange between the LDCs, generators and consumers takes
to connect renewable energy projects to the grid, developed by their
on ever growing importance.
privacy requirements. Customers expect reliable electricity supply
customers through the Feed-in Tariff program. “A few short decades
ago, it would have been considered ludicrous for an electricity utility to
Electricity consumers not only require increased access to information,
encourage its customers to reduce their electricity usage. Now, this has
but want it communicated in a variety of ways. LDCs must be adept at
become a core role and requirement of LDCs. In order to meet targets
reaching customers using traditional communication tools, as well as
and respond to changing customer expectations, each utility needs to
through new media and communication. The rapid growth of social media
approach CDM strategically, to understand its customer base, develop
has raised the expectation for LDCs to interact with customers in real
effective marketing plans, deliver excellent customer service, and
time on a wide range of issues.
manage a portfolio of program offerings.”
Rolled-in with evolving customer expectations is a related need for LDCs
New Customer Expectations
to demonstrate good corporate citizenship. Providing CDM programs,
In this new era, customers expect excellence from LDCs Heeney says.
also need to be active, positive players within their communities. These
“That is in supplying reliable, stable electricity, and with that, customer
activities improve corporate image, and also help LDCs to attract and
service, provision of information, communication, and corporate
retain talented staff that take pride in the company they work for.
22
along with other “green” initiatives plays a major part in this, but LDCs
w w w. e d a - o n . c a
of LDCs
How IndEco Can Help
IndEco's Key Services
Assisting Ontario’s LDCs with their evolving role in the delivery of CDM
Strategic Planning – We use our unique, participatory planning
process to guide you through identifying your goals, needs and
current situation, and how to achieve your goals and meet your
needs in a series of practical, phased steps.
is a core focus of IndEco’s work. “We have expertise in strategic CDM
planning, program design and delivery, and assisting LDCs in meeting
regulatory requirements for reporting and incentive claims,” says Heeney.
“IndEco also has experience working with LDCs to help them excel in
meeting changing customer expectations. We have provided a broad range
of training for LDC staff, including customer service, marketing and custom
on-site training for front-line staff on CDM. The EDA Communicators
Council, Niagara Peninsula Energy and IndEco collaborated to prepare a
social media handbook, funded by the LDC Tomorrow Fund, to provide a
guide for utilizing this new tool to drive energy efficiency program uptake
and this has helped LDCs to develop, build and customize their social
media strategies. IndEco is also researching best practices in consumer
engagement around smart grid technologies and programs for the
Government of Canada.”
Looking Forward
Management Systems – We will work with you to design
management systems that help you reduce liabilities, improve
performance, save time and gain wide-spread positive
recognition for your successes.
Information Management Systems – We provide advice
and tools to ensure you have the information you need when
you need it.
Regulatory Affairs – We help you deal with opportunities,
challenges and risks through strategy development, issues
management and consultation, and seeking regulatory approvals.
Stakeholder Consultation – We help you to forge and
strengthen strategic alliances with key parties on common goals.
Technology & Market Assessment – We identify and
evaluate alternatives, market opportunities, new market niches,
and strategies for your competitive advantage.
Moving forward, the role of LDCs will continue to undergo major changes,
a new framework for Conservation and Demand Management.
Communication & Training – We design, organize, deliver
and facilitate seminars, conferences, workshops and training
sessions for individuals or large groups on key issues in your
business environment, including technologies, regulatory issues,
and your market.
With over 18 years serving the needs of the energy sector, IndEco
Program Delivery – We help you achieve superior results
in efficient and effective program delivery.
though there is uncertainty about what the coming changes will be. “The
Electricity Distributors Association has made recommendations about
the evolving role of LDCs to government decision-makers, including
provides a wealth of experience to assist LDCs in adapting to their
evolving role. IndEco is committed to working with LDCs as partners
to address challenges and opportunities in this new era.”
Evaluation – We provide independent third-party evaluation
services.
23
Submitted by:
Enbridge Gas Distribution
Safety a Core Value for
Enbridge Gas Distribution
Top Left Photo: At Enbridge Gas Distribution, safety is a top priority. On October 10, Enbridge marked the official opening of a new state-of-the-art Technology and
Operations Centre in Markham, Ontario. The new 105,000 square foot facility brings practical and theoretical training programs together under one roof, and serves as
the central hub for the training of hundreds of workers. In keeping with Enbridge’s long-standing commitment to the environment, the Technology and Operations Centre
was designed to meet Leadership in Energy and Environmental Design (LEED) gold level designation.
Top Right Photo: (From left to right) Frank Scarpitti, Mayor of Markham; Hon. Linda Jeffrey, Minster of Labour; Dr. Helena Jaczek, MPP for Oak Ridges-Markham;
and Guy Jarvis, President, Enbridge Gas Distribution; listen to the safety moment that started the official opening of the Technology and Operations Centre event.
At Enbridge Gas Distribution, safety is a top priority. From its focus
on safety in customer communications, to the safety moment that starts
every department meeting, it’s evident that a commitment to safety is
a core value for this natural gas distributor.
This commitment was evident on October 10 when Enbridge officially
opened the doors to its new state-of-the-art Technology and Operations
Centre in Markham, Ontario. Enbridge executives were joined by the
Honourable Linda Jeffrey, Minister of Labour, Dr. Helena Jaczek, MPP
for Oak Ridges-Markham, Frank Scarpitti, Mayor of Markham and
members of Markham Council for a ribbon-cutting ceremony and tour
of the new facility. In addition, Dr. Helena Jaczek brought official
greetings from Ontario Premier, The Honourable Dalton McGuinty.
“The safety of our workers, customers and the public is our top
priority,” said Guy Jarvis, President, Enbridge Gas Distribution.
“We’re committed to ensuring our workers have the training they
need to do their jobs safely. When designing the centre and streetscape,
we tapped into our employees’ expertise and industry best practices to
create the most dynamic and realistic training opportunity possible.”
“As Minister of Labour one of my top priorities is the health and safety
of Ontario workers,” said the Honourable Linda Jeffrey, Minister of
Labour. “I applaud employers like Enbridge who take the health and
safety training of their employees seriously. This centre will play a key
role in giving trainees a realistic setting to learn about how to reduce
workplace injuries and fatalities.”
When arriving at the Technology and Operations Centre, visitors
see a modern facility with many great features, including multiple
training rooms (each with a different focus), interactive classrooms
and an abundance of natural light.
Guests at the official opening toured the innovative 1.5 acre
“streetscape,” the hallmark of the new centre. The streetscape is the
most comprehensive and realistic training facility for a natural gas
utility in Canada. The 1.5 acre streetscape has infrastructure commonly
found in an urban community with a fully functioning natural gas distribution
system, full-sized roads and scaled-down buildings that represent
residential, commercial and small industrial customer properties.
The streetscape’s distribution system can operate with compressed air
to simulate natural gas, offering a flexible and safe environment for
training. Through the streetscape’s sophisticated controlled escape
system, trainers can simulate natural gas leaks, and manipulate the
amount and location of escaping natural gas. This technology
allows trainers to add challenges and twists within the safe
training environment.
. . . continued on page 26.
25
Safety, a Core Value
for Enbridge Gas
Distribution
Electricity Distributors Association
...continued from page 25.
“Workers can be taught a skill or technique in a theoretical classroom setting,
walk from the classroom to the streetscape and practice the skill or technique in
a safe and controlled environment before they experience it in the field,” said Jarvis.
“This comprehensive approach to training allows us to further develop our workers’
expertise, and in turn continually improve our ability to deliver natural gas to our
customers safely and reliably.”
The centre focuses on adult, peer-to-peer learning. Enbridge has introduced
touch-screen smart boards, handwriting recognition software and key-point polling
equipment, which all enhance the learning experience.
EDA President & CEO
C.C. (Charlie) Macaluso
The Electricity Distributors Association (EDA)
publishes The Distributor for its members. All rights
to editorial content are reserved by the EDA. No article
can be reproduced in whole or in part without the
permission of the EDA.
EDA Staff:
CEO’s Office
“The safety of our workers,
customers and the public is our
top priority,”
Enbridge is committed to enhancing natural gas safety training, and saw
the opportunity to develop a wireless combustible gas indicator (CGI) device.
Enbridge approached leading CGI manufacturer GMI and worked with the
company all the way from conception, through prototypes, to the finished product.
Now, through a tablet, trainers can control and manipulate what the learner
views on the CGI device. The trainer can simulate a natural gas leak and
carbon monoxide or oxygen level issues. This technology brings a new realism
to training scenarios. GMI is now marketing this product to other utilities in
North America.
Charlie Macaluso, President and CEO
Nicky Koichopolos, Executive Assistant
Policy and Government Affairs
Teresa Sarkesian
Vice President, Policy & Government Affairs
Maurice Tucci
Director, Regulation & Technical Policy
Justin Rangooni
Director, Conservation & Energy Policy
Dev Pasumarty
Financial & Regulatory Analyst
Afreen Khan
Junior Policy Analyst
Derek Nardone
Policy and Government Relations Coordinator
Kath Quail, Editor
Director, Corporate Affairs & Communications
Tanzeem Parkar
Corporate Affairs & Communications Coordinator (temp.)
Corporate and Member Affairs
In keeping with Enbridge’s long-standing commitment to sustainability, the centre
was designed to meet the Leadership in Energy and Environmental Design (LEED)
gold level designation. It’s been designed to use 78 per cent less natural gas,
68 per cent less electricity, 50 per cent less water and produce 50 per cent less
waste when compared to a facility of similar use, built to building code standards.
John Loucks
Vice President, Corporate & Member Affairs
Marica Macura
Manager, Member Relations
Tanya Fobear-Wilson
Marketing & Member Relations Coordinator
Administration
The eye-catching, 105,000 square foot facility now serves as the training hub for
hundreds of workers. In addition, the facility has a focus on the 200 employees based
there. All workstations have access to natural light, and can be raised so employees
can comfortably stand while working. In addition, the landscape was designed to
encourage employees to spend time in appealing outdoor spaces.
Charlene Lunney, Director, Administration
Oliver Wilcock, Systems Analyst
Sharon Jarkiewicz, Administrative HR Assistant
Arlene Klemmer, Accounting Clerk
Adam Betts, Offices Services Assistant
Lina Parisi, Reception
“Employees with the right training do the right job the right way the first time,
and that translates directly to customer satisfaction,” said Jarvis. “Our customers
will see an employee who works safely, knows their job and can deliver our services
to them in a confident manner, allowing us to deliver the best customer service
we can. And that’s something we can all be proud of.”
26
3700 Steeles Ave. West, Suite 1100
Vaughan, ON L4L 8K8
Tel (905) 265-5300
Toll Free 1-800-668-9979
Email: email@eda-on.ca
Website: www.eda-on.ca