2012_04_05 exhibit b_16_4 bc hydro ires to cope_1_64_4 new
TRANSCRIPT
British Columbia Hydro and Power Authority, 333 Dunsmuir Street, Vancouver BC V6B 5R3 www.bchydro.com
Janet Fraser
Chief Regulatory Officer Phone: 604-623-4046 Fax: 604-623-4407 [email protected]
April 5, 2012 Ms. Alanna Gillis Acting Commission Secretary British Columbia Utilities Commission Sixth Floor – 900 Howe Street Vancouver, BC V6Z 2N3 Dear Ms. Gillis: RE: Project No. 3698622
British Columbia Utilities Commission (BCUC) British Columbia Hydro and Power Authority (BC Hydro) Amended F2012 to F2014 Revenue Requirements Application (F12-F14 RRA) Errata to Amended New Appendix II, pages 64 and 65 of 271 Revised Responses to BCUC Information Requests (IRs) 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3 Responses to Canadian Office and Professional Employees Union Local 378 (COPE) SUPPLEMENTAL IRs 1.62.1, 1.62.2 and 1.62.3 and New COPE IR 1.64.4
BC Hydro is writing in connection with both the above referenced application and IRs related to that application. First, in preparing responses to Round 2 IRs, BC Hydro discovered an error in Figure II-3-2, New Appendix II and Amended New Appendix II as provided in Exhibits B-1-3 and B-1-3B respectively. An incorrect line from the source spreadsheet was graphed. The corrected figure and references to its values are provided in the Amended pages 64 and 65 of 271, which are attached. Second, subsequent to filing the responses to the Round 1 IRs from the BCUC, BC Hydro determined that the responses to BCUC IRs 1.91.1, 1.118.1, 1.234.1, 1.358.1 and 1.455.3 were incorrect or incomplete. BC Hydro therefore is filing revised responses to these IRs to provide corrected information. Third, subsequent to filing the responses to Round 1 IRs from COPE, COPE submitted SUPPLEMENTAL COPE IRs 1.62.1A, 1.62.2A, 1.62.3A and NEW COPE IR 1.64.4. BC Hydro is submitting a response to NEW COPE IR 1.64.4 at this time. As set out in the response to SUPPLEMENTAL COPE IR 1.62.1A, BC Hydro will be filing its F2015 – F2017 rate forecast no later than April 27, 2012 and will also be filing its responses to 1.62.2A and 1.62.3A at that time.
B-16-4
April 5, 2012 Ms. Alanna Gillis Acting Commission Secretary British Columbia Utilities Commission Amended F2012 to F2014 Revenue Requirements Application (F12-F14 RRA) Errata to Amended New Appendix II, pages 64 and 65 of 271 Revised Responses to BCUC Information Requests (IRs) 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3 Responses to Canadian Office and Professional Employees Union Local 378 (COPE) SUPPLEMENTAL IRs 1.62.1, 1.62.2 and 1.62.3 and New COPE IR 1.64.4 Page 2 of 2
Therefore, attached are as follows:
Exhibit B-1-3C Errata to Amended New Appendix II, Amended pages 64 and 65 of 271
Exhibit B-15-2 Revised Responses to BCUC IRs 1.91.1, 1.118.1, 1.234.1, 1.358.1, and 1.455.3
Exhibit B-16-4 Response to SUPPLEMENTAL COPE IR 1.62.1 and NEW COPE IR 1.64.4
For further information, please contact Fred James at 604-623-4317 or by e-mail at [email protected]. Yours sincerely,
Janet Fraser Chief Regulatory Officer bh/ma
Copy to: BCUC Project No. 3698622 (Amended F12-F14 RRA) Registered Intervener
Distribution List.
Canadian Office and Professional Employees Union, Local 378 SUPPLEMENTAL Information Request No. 1.62.1 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012
Page 1 of 2
British Columbia Hydro & Power Authority F2012 to F2014 Revenue Requirements Application (F12-F14 RRA)
Exhibit: B-16-4
62.0 PROJECTED RATES AND DEFERRAL BALANCES
Reference: BC Hydro F2011 Revenue Requirements, Commission Order G-180-10, Appendix B (Negotiated Settlement Agreement), page 8, para. 9 (xv),
BC Hydro Commitments
“9. BC Hydro shall:
xv. engage with government regarding informing customers of future rate increases beyond those which are currently published. The 5 year rate increase forecast provided in the response to JIESC IR 3.40.3 (Exhibit B-13-1), as amended to reflect this settlement and the assumption that the DARR will be set throughout the 5-year period in accordance with the amortization proposal in item #9.i., above, and the net bill impacts are shown in the following table.
Note 1: For F2011 the percentages are annualized weighted averages, reflecting the impact of the changes to the DARR and the F11 RRA settlement credit, as described in items #21 and #22 of this Settlement Agreement.
Note 2: For F2012 the projected annualized rate increase (17.44 per cent) represents the combined effect of a forecast 15.85 per cent rate increase effective April 1, 2011, and the termination of the F11 RRA settlement credit (item #22) also effective April 1, 2011.
Note 3: For F2012 to F2015 the projected DARR is based on the assumptions stated above and the assumption that there are no further increases or decreases in the Deferral Account balances other than due to DARR recoveries and interest”.
1.62.1A Please re-create this table covering fiscal years 2012 through 2017, on the basis of the best information currently available to BC Hydro, and based on the assumption that the present RRA is approved by the Commission in all respects other than the DARR. For the purposes of the table, please make the following assumptions:
water levels are average throughout the period beyond the test period
trade income is constant throughout the period beyond the test period at the projected F2014 level
Canadian Office and Professional Employees Union, Local 378 SUPPLEMENTAL Information Request No. 1.62.1 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012
Page 2 of 2
British Columbia Hydro & Power Authority F2012 to F2014 Revenue Requirements Application (F12-F14 RRA)
Exhibit: B-16-4
the proposed LNG facilities in the Kitimat region have no impact
load growth continues throughout the period beyond the test period at the average rate which the Amended Application projects for the test period
the DARR remains at the F13 interim level of 5% from F13 through F17.
amortizations of other regulatory accounts (such as SMI) proceed as proposed in the Amended Application
plus any additional conservative assumptions (which should be identified in the response) which facilitate providing a baseline response
RESPONSE:
Regretfully, for the reasons noted below, BC Hydro is not able to file its rate forecast for F2015 – F2017 at this time. BC Hydro had planned on filing the rate forecast on April 5, 2012 with the rest of its IR responses, however a number of issues have arisen with regard to working through scenarios related to Government Policy and further rate mitigation strategies. BC Hydro agrees that a rate forecast is important to its customers for planning purposes, but also believes that it is important that a realistic forecast be developed. BC Hydro will file its rate forecast for F2015 – F2017 no later than Friday April 27, 2012. BC Hydro realizes this delay may cause some inconvenience to some interveners and would be amenable to supplemental submissions of evidence.
Canadian Office and Professional Employees Union, Local 378 NEW Information Request No. 1.64.4 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012
Page 1 of 2
British Columbia Hydro & Power Authority F2012 to F2014 Revenue Requirements Application (F12-F14 RRA)
Exhibit: B-16-4
64.0 RATING AGENCY REPORTS
Reference: Exhibit B-1-3, Appendix BB p.109
The Review Panel describes its approach as follows:
The panel was supported by a multi-disciplinary team who, with the support of expert consultants, conducted a broad scan of BC Hydro, and performed in depth work where they observed gaps, had possible concerns or identified opportunities for improvement.
The team included up to 20 professionals, mostly working on-site at BC Hydro for almost seven weeks. BC Hydro executive, management and staff provided utmost cooperation and support, which was essential in completing the review in the short timeframe. The approach included:
the review of relevant legislation, contracts, agreements and other documentation;
interviews and consultation (sic) senior company executives, BC Hydro staff, the province and other stakeholders;
research for comparable information from other relevant organizations and other jurisdictions; and
review of recent annual reports of the entity and comparators.
(Appendix BB, p. 27 OF 133)
1.64.4 Please file copies of any documents or studies prepared by BC Hydro, the multi-disciplinary team or the expert consultants for the purposes of the work of the Review Committee that addressed the issues covered in pages 40 to 60 of the report, including:
staffing levels;
management to employee ratios;
numbers of engineers required;
a “reasonable level” of employees of 4,800;
overtime;
variable pay; and
post-retirement benefits.
Canadian Office and Professional Employees Union, Local 378 NEW Information Request No. 1.64.4 Dated: February 16, 2012 British Columbia Hydro & Power Authority Response issued April 5, 2012
Page 2 of 2
British Columbia Hydro & Power Authority F2012 to F2014 Revenue Requirements Application (F12-F14 RRA)
Exhibit: B-16-4
RESPONSE:
As noted in the response to COPE IR 1.1.4, responding to the document requests in COPE IRs 1.1.4 and 1.1.5 would have required a waiver of privilege over the documents produced for the purpose of the Government Review, and would have entailed a significant amount of effort for minimal probative value.
Subsequent to the filing by BC Hydro of its responses to Information Request No. 1, COPE contacted BC Hydro and proposed that BC Hydro respond to COPE IR 1.64.4 (a narrower request than those in COPE IRs 1.1.4 and 1.1.5) and that it apply high-level “filters” to minimize the number of documents that BC Hydro would have to review in order to respond. BC Hydro has considered the request, conferred further with COPE, and produces the attached documents, on the strength of COPE’s commitment that it will not take the position that privilege over other documents prepared in the course of the Government Review or, more generally, for the purpose of preparing the Amended Application, is waived by this production.
The attached documents were culled from the approximately 2,300 documents produced by BC Hydro to the Government Review by:
1. excluding e-mail and excel spreadsheets;
2. excluding every document that on its face was not a document prepared by BC Hydro for the Government Review team, including, for example, documents dated prior to the Government Review, project completion reports, and so on;
3. excluding, on cursory review only, every document not primarily about staffing or compensation levels at BC Hydro.
The result of applying these “filters” is the bundle of documents attached filed as an attachment to this IR response.
A few points bear noting:
1. A number of the attached documents, while primarily about BC Hydro staffing or compensation levels, do not provide an objective indication of whether they were produced for the Government Review, or were pre-existing documents provided to the Government Review, and BC Hydro has not attempted to ascertain the genesis of each document.
2. Redactions have been made on account of personal information, legal advice, or commercially sensitivity.
3. Most of the documents produced to the Government Review were compiled in the manner that BC Hydro compiles its responses to information requests in a regulatory proceeding. That is, information requested by the Government Review team was produced, for convenience, in the form of an IR response.
t •
pi IRPO'SE: T(HlroVide an updat~ On tl1~ proJected efficlenci~s basecj on· reviews cqndu9t$d as of April 29 • 2011. , t- ••
-SUMMARY:. -Be HyClro i~ committed to managing our organization iii a cost-effective manner and has been undertaking a workforce comp{)~lUon rev[ew, with th~ obJective of findIng staffing efficiencies while ensuring: safety is not compromj~ed. We are targeting a net,reductlon of 300 back office positiD'1S and net.increase of 1QO operational PQsitfons (nat reduction =: 2.00 PTE) betwe.en F12 to 1=14. The net reduction would contribute approxrma1el)f $20M to}v?(9.~ tlie e,xpected $45M reductions as flied [n the 3,~year Revenue Reql,lirernants Application. When .combined with the Bqt¢!~G Hydro integration efficiencies, these additicnal efficiencies will result in a 5~5% ... 6.5% reduction in Be KydfO's WQ@¢t¢e (excluding subsidiaries and Site C & 8MI project teams) during F12 to F14. While many of the 200 _ pO$ition~ ,tiuil)Jnated 'wlll be aohfeved tn F12, our w6r~orce cCfl'lposjtiOl1 revI$w r~ a "continuous. im prov~ment projecf and W~ i~~~IJ~: W;,2Rntinlle to Identify new opportunitIes to streamline our processest eUminate low value work, leveragf.l techilOlogYl 1:I):}~~lSill·~~ffi.ll,ld further reduce staffing levers.
• •• i; ,,:~ "~)';( ~'~~,~~.~':.{'}~ ..
rn January ~f201 f I Human'Resour~s presented tl1e Executlve'Team witfJ::fi{e ~nding$"'Qf,:~~~oss:-company fUnotional and. business group staffing revrew~ This initial review identified 11 siafffngares,s for efficiency. 0PR0tlbnities. As requested by the EXecutive Team I. six addttfonal work groups were also reviewed for potential efflclencitis: .1. Erij~f.prj~e. RiSk, 2 •. Economic '& BusIness Dev~lopm~nt, 3. i;lJterprise strategy & Strategip Pannerships, 4. Office pf the Cni~t·1)~p.hi10Iogy Officer. 5. Treasury and 's.Export Marketing (see page 3 forthe status oUhe :revlewof iflesa six areas). '1 -'. ' '~,
, , ' . . . '\' .1 " ',' :':( INITIAL RECOMMENDATIONS: ., ...... .. . Of ihf) roles a!1d positions reviewed to date. the recommended realization of efficiencies woutd' ocour over the next three
fiscal yearsj with a tnajoritYofth!?se'.red4ctJons being reali4ed wi~hin F12. . . c;o positionefficlencI9s will primarily be achiev(ctt~tough the revlew.of management structures, elilninafion or reduotlon of
work and the consoJiqatrol1 of.disaggresated:~gf~~.~~~~~ed fUnctrons \'I,rlthin a slngle operat[onal or corporate team. . '.t<:! .. i.,~ ,'d.:?; PI,t;:tt ...
REALIZED AND PROPOSED .ef,flCIENCIES: \ i.::); ,:;.,'; ," . (:'m;uJatilfe etroits to date have realized 49 actual effr9i~f),cies:alW .. (:l;t[Jotl?ntiaJ efficiencies fora total of 141 FTE efficjencles
grd the prelfmlnary target of 200 FTE as per belbW,,~' ,'.:1", "':: ~ :. ;,,"'~ ',~ •. " _. '\..:~i_ T~... J<.l.Lr:,)~,/,~'\.}:.:)l' :~_~':!-."
A) Efffcicnci$ ReallzedslnceAprU 1., 2011: -',(,':'\ , .('".(..... , . 1 .,
Back-office effi(:iencie~ 19,;f!~:':i1#l" T~nsmission & Distribution S:};i~~~i( FTE drealn" (ilnaJlocated vacancies at Mar 31' , 2011) 31 xt1~:f,~\
\'~~tj)·.~'
a .Pro ose' ~ _ ten9i~s in ro' ress or purtehtl· ro oseCl : \~>" · 1.Comlnunl6f o.fls'.+·~::'·r.,.'>·~,. .1 confiriTied~ additional in progress
2. Envfv.tQP1,~nt&Susfuh"'~~J.I1~.,. 15.FTE (19%*"') + 6¢ontrac!ors 3. PrS?e!J~rnent . ",~~,j~. 23 FTE (1"4%*"') +6c6ntractors 4. TechnOlOgy . ,/:~~7,1,\, In progress, options being presented May 10 6. Finance.:' /', ',:"~:'r In progress, options being presented May 10
· a. Safely .;. i' ('>"" '",~~. \ If') progreSs; status being presented'on May.S 1. ~rategic Bti~(~~~~" & AdmIn suf{RP~: 2 conflirned + options being presentecl 011 May 10 , ~. Gu~tomer Ca~.:,~!. ~'r, 1 ii'. ;J In pr.ogress, options being presented qn May 3 9. Human Resource,~,:! ;:,''- .S:;'. .In progr.~, optIons being presented on May 10 10Propertres .... ,." -,:., .. ,~I ;21(17%"*) . . '.
· 11 . Training , :. :' 1 \ '(,r .,._:., In progress. status being presented; on May 3 1:£ Enterprise Risk " :f;· ... '·-·, 6 (55%",TBC" . 13. Economic & Business Development 7,(70%) TBC" 14. Strategy & strategic Partn~rships 10 (59%**} i5.0ffice ofthe Chief Technology Officer 1. (70%"",) T8G~ i6.Treasury . o (O%"'*).recommelided 11~EXport MarketIng 0 (0%**) recommended
T .' 1ub-total . ___ . $:2; FTE: + 12 contractors , .... rALA) Realized + B) Proposed 141.,FTE + 12 ~ontractors ,
.. Tee::; final number is de~end.el)t on revJeWQf anDtherfunctfonal area, business group' or other rav/evll/djscllssion Js stRl inJ)rQgress ~" Percentage fUH;luc..6on ::;' applicable to staff on1y. contractor eliminations are an additional CQst~ba~d savings . Note: ~he 100 position shift from back office to front office and Is· currently beIng summarlzed and will be a.vailable at a later date
Gov1t Review ~ WFA Project Update v1 (2).docx DRAFT CONFIDENTIAL 0 (; i
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 1 of 115
, REVIEW OFTHE WORKFORCEfcOMPOSITION " , . . ~der" to realize the'efficii;mcf¢$ pmposed a,bove. t/:'ie fqUQ'v{jng fecomnien.daUons have been brought forward"-to th~ J::j.'lC:lJtiy~_T~rrL~Or~911sIge~~ol1 ~11~revf.e.",. ApprQvaHt> jmplemenf~hesa ~pomrrienda~()ns Is e~pec~~d '!1.ld·JI!~~ __
11 Initial Staffing Areas.
2. . .
~ qlari~ ~nd streamline $H&E vs. Business Grq~~<~gCb~ ,'-.".'''.~--responSibilities, gaIning efficiencies /9thr:li' b4~1JJs
II Con soU date. Generation and T&.D environment t~ams into . Buslness.Operatloris GrQuPt gaining efflciencre~ and ·further b.E !mejiU$l':.;~~;,
• Retalil Properties and Site C· current $taffll1~i ElJlf)Cavons as is; .I ... -.... ~"'g·:;:~i'~ access to ESI operations to support some key functions, i.e. SMEs, env!ronmen~ management system . .
. Phase 2:· " . . ~ If the e~istihg targets and' requirements set by Share;holder can be
modified (e.g. GHG), if wourd b.e possible to reduce; defer or sCope dawn U18 existing and dedIcated resources Tn a.~oollnlabJ~-areas . theoperaticnal
.. Foriowing the and'
presented ~ay1 0 "
offices and to other corporate areas (to e.nsure consistent service standards and appropriate career pathing). . ..
Gov't ReYltWi • WFA Project Upqate v1 (2).dOC« DRAFT CONFIDENTIAL
Timing: ' If byF14
fn. pro~ress
Tfmlng: o . F1~~F14
. - -,
. .
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 2 of 115
6 Additional Work Groups
Treasury
1. Emergency Preparedness & Planning whicn would be transferred and .consolidated with Generation and T&D Emergency Management operations.
I nate Economic and efectrificatlon Analysis function to Procur.ement group. <>:' c,: "";',
Recommend Energy Planning and iro.rl'lo:;p't.· '<:restructured i~'i€l~:tt:t incorporate-some or tflis group's work I. linkbei'.!'I"een short~'_ai}s\ long;.terrI1 planning Wi.th tbe pnrT'l~:'h\:rf~Yhfi,:;i;.,r [nitfatives with "'H~Y;' economio nt impact (e.g. deVelopments, IPPs) w'ffff\i
Enterprise Strategy: $cale back and transfer . ". . ' fllnction to ref[ectthe Stra~gic Planning support ",,", "''''-'''':''-''
. Strategio Partnerships: Streamline resources and .. .. t~19cJUnctlon to . ' '. the ChfeiP[ocurernent officer once LTSS is compf.e.tgcrt6 reflect
of Be Hydro's liqUidity rate, credit, debt servicing,
plan risk management as V'teil as Be ips and forecasts and bal?nce$ from ABSU Accounts Payable are record,ed am~
" :"'." " . .I,' ;,>~~- ... ~rr.-: >
" Gov't Review" WfA Project Update v1 (2).docx , DRAfT CONFlDENTlAL
1",'
riming: Ill' F12-4 FTE g F13 -2FTE
7HE
Timing: rI F12~6FT6 .. F14-1 FTE
Timing: ~ F12-6 FTE g F14 -4 FTE
'TimIng: '01
3
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 3 of 115
I
NOfe1: PJann;d acro integration efflclencies realized in f:11. The majorIty of the 16$ eliminated roles Included business "'-'~ ~support functions such as-CIJjTlmunlcat/ons,JT,j-1R_and FiI'§nce. •. , '.
..
Note 2: An additional 93 efflc!~n~les realized throU;h the iIl1Plement~tlo~ ~f -; rl~6fQti~ V~;;a"ncy Mal1~gem6nt imd Ap~rovaT : .. ~ .. _-- -Process estai?l!slled In the fall of2009. Each vacancy (s reviewed to derennlne if it cary be elimInated. Roles deeme~ criticalt
allgned to our 6 key goals and safaty objectives l:\re approved to be filled ap.propriatl3ly (employee/contractor).
Note 3:' Phase 1 (Identified) Workforce Analysis Project reductions ofaoO HeE, to be impfementeQ throughout F12 ~ F14. In . supportfunciiol'ls (qcimirJUAicat]ons, Environment, Procurement. IT &Telecom, final1c~, BusIness Support FunctiohJ;;,
Customer and Energy Planrung & ProCurement, HR, Properties, Enterprlse Risk; Economio Development, Tratnln~, Strategy and strategtcParmerships, Transportation, RegulatolY and Mal1al;lsrs & Profewionals in 'Development). • . . .
Note 4: Phase2 (To Bt;) /dentiC6d) further Worl\force Analysis Projeotreductions from bU.siness stlpport functIons are to be identlfled (Implementatlon of standardized management i)nd admlnistratlve support ratios aM furtherfulWtional'rsvfews across-the org"alllzatlon). .
, . Nofe 5: OperatJonal hires to s~pport and enable Be I-lydrq's 6ngoln~ commitroent to saf~ly keeping the lights on •
." An numbers ex¢t~qe BRe 6 and S~~I
0.0 :).
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 4 of 115
i' .
Requester:
Author:
1.210:01
QUeSTlON:
. Pfease provi"e the 1=07·1 0 Qv~rtlma actuals by business group. and ItffillatlQo,
Response Date: May 30, 2011
RE~PONSE!.
Please see attachmftnt:
-GOV _1_210_01_Att;...01
a F07 .. 1.0 ActLiaf$ Op Cost OvertIme Labour $ by BG by Affiliation (to RM a May 21~11) .
,;... • ., l"
"\ 'J \1 J'" . t4' ) .. j
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 5 of 115
Note: 8G lnform!Jtl(.!ti is .not co,mparablti year-fa-year as the above dam has not been (esta{(;c/ fOr company reorganizations .
006
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 6 of 115
Requester.
Autl'lor:
1.212..01
QUESTION:
PleaS$ provide the value of cashed out flex days. ,
Respon;iie Date: . May'3D,2011 ,
RESPONSE:
Please see attach.mmt:
II GOV 1 212 01 Att 01 - """':" . - - -ci Value of Cashed ,Out F[ex Oays
007
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 7 of 115
Value of Cashed Out Flex Days
M&PFTR -- _ ... ,- ,-- . BenefitS Re~ . New Hires IiJlufng Total LwnpSum
Fiscal Yea I' enrolment1 they~ar2 ---Cash Back Aj)I' t/O€.! to Mar l1/07 $4.839.(41) $287,800 _.$5,.126,340 _. -
Apr 1/01 to -Mar 31/08 ~6,600,9;25 $437,296 -
H,03l} ,221 J\f;lr 1108 to Mar31Jj)$ $8,267.861 $S83,B38 $8;651,699 Af)r1/09 to Mal' 31/10 $6,993,992
-$72,019 $7,025.981
.----.-~.
Apr 1/10 to. Mar31/11 $7. 1_t?9 ,384 .. ~51,606 $7,gZO.990
Notes 1. On e.lim& e!ll!h ~ek Ournp sum) io emplGyeeS >liho !.'!feci ~$h rQr Mme.u all ¢f ih!lirl1e:>; days qllring annual ffHlnrdlmefil
;t One-lime ca.~ll b;y-.kO~rnp ;SUfi'! (0 employen who elBct cash for samll orall oHfuilr n~x tjiil)'$ dunnQ
new hlre 611rolmeni (r,ew hire orcbangticieliIws to r~&P I'TR dUring flst'lll Y<lar) 3, M~P FTT an<! pm. emp!o~!les feool'll! bl~.I'(leldycaeh l;ia.;:k 11'1 Ifeu of "ex c!s>,s
. COPEfTR .
Benefil$ Re .. NeW-HireS Dlwng Total Lump Sum FISCpJ)'[email protected] enrolment" the Year , Cash Back
Apr 1/06 to M<;I(31{Q7 $271.182 $277.182 APr 1J07 to Mar ·31/08 .. $305,43.1
-,-, $305,431
Apt 1/0SioMar 31/09 $398,378 " ---- $398,378
IApr 1/09 to.Mar31/10 . _.-
$396,778 $396,778 ._-
Apr 1/tO to Mar 31/11 $.371J352 , ~,a11,852
4. One-tlme C-aGn OOr~k (lump 5um) ~Q *mplo)'~(11$, V/hq eteot ee,$I'1 fQr S!)rne ", all of theirflexduya qurlrig iiOllillll fMNQII1';:>nl
;;. Unable to prOVide vslue 01 lump ~uh1 cash back for n~w hire$ QI.!JiM llw)'>::ar. This am¢Ui'ibll(}\I!!I b~ mlnlrnal
(::';"i~ .... . ~
Off3
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 8 of 115
. Request Date: May} 2011
Reques"ter:
Author~
1.213.01
QUESTION:
Pleasa quantify the other M&P pay programs including lu;morariurns, f!;tmQle focation program etc.
Response Date; May 30, 2011
RESPONSE:
. Please see attachment:
• GOV1 213 01 Att 01 .. ....... - "-,. - ~~-
Q Fi0 other Pay Programs
009
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 9 of 115
F10 Other Pay Programs 'Summary
Honorariums It Program available for M&P employees only • Total cost for Fi0;;; $741,000
Signing Bonuses it Program available for M&P and Executives only " Total cost for F1 0 ~ $513,000 (Map only)
First Aid Allowance It Program available for all employee affiliations • Total cosHer F10 = $67i,000
. Ql,ltv CQ_~ordinator P?I£
'" Applicable to select senior M&P managers who are assigned to be an QrH~aIJ Duty~Coordinator,
-Managers who complete a t·week rotation as the assigned Duty Director are eligibl~ for an honorarium payment in the amount of $500.
It These costs are included in the. honorarium costs as reported above.
Remote.Location Program
• Remote Incentive: o Paid bi-weekly to fu1l4ime regular employees in eligible remote locations; o 6%, 12% or 15% of regular earnings depending on their work location. o Total cosHor F10:: $1.9 million
• Travellncentiye: b Provided to f~lI-time regular employees who are permanently workIng In
locations that are rated in the highest remote category as part of the remote incentive program.
o Total cost for F10 = $350,000
Flo Other Pay Progranii Summary Page 1 on'
010
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 10 of 115
4.0 Background
Government Review Information Request No. 1.4.1 Dated: April 11, 2011 British Columbia Hydro & Power Authority Response issued Ap~iI 15, 2011
1.4.1 Be Hydro organizational structure including roles and responsibilities.
RESPONSE:
Please find the current organizational chart at the link below:
Page 1 of 1
http://hydroweb/etc/medialib/hydroweb/documents/enterprise/organization charts Icorporate organization.Par.0001.File.tmp/Corp Orgchart April052011.pdf
Be Hydro describes the functions of its Business Groups in the F12 to F14 Revenue Requirement Application starting in Chapter 5 Section 5.4. The Business Groups are: Generation, Transmission and Distribution (T&D), Customer and Corporate Services (Deputy CEO) ; and for the purpose of the F12-F14 Revenue Requirement Application; Corporate Groups.
Additional charts in Appendix V of the RRA have been prepared to reflect the level of detail provided in Chapter 5 ,i for the convenience of the reader, and do not in all cases match the organizational reporting lines but are helpful in following the costs and functions described for each Business Group.
USER - DO NOT REMOVE March 1,20124:09:00 PM (at)
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 11 of 115
Government Review Page 1 Information Request No. 1.13.1 Dated: April 11, 2011 of 1 British Columbia Hydro & Power Authority Response issued April 15,2011 British Columbia Hydro & Power Authority Exhibit:
13.0 Operating costs
1.13.1
RESPONSE:
Compensation Plans, including total compensation for all senior management (Salary, Benefits, Bonuses, Allowances & Expenses), including benchmarking studies or analysis. Please provide for:
• BO Hydro; • Powerex Corporation; • Powertech Lab Inc.
Documentation provided in confidence to Government auditors. Please see Rick Milone.
USER - DO NOT REMOVE March 1, 20124:10:00 PM (at)
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Page 13 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 15 of 115
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• B
C H
ydro
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ered
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lic S
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ublic
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tor
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ncil
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t up
to
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dina
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r R
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e P
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EC
req
uest
s em
ploy
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mpe
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plan
s •
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pens
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lan
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ase
sala
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ange
s an
d po
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s go
vern
ing
sala
ry in
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-T
arg
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and
max
imum
re-
earn
able
inc
entiv
e pa
y an
d po
licie
s m
anag
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ent
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ploy
ee b
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its,
perq
uisi
tes,
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allo
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ense
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sion
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ees
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ting
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irem
ents
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g. s
ever
ance
s, e
xecu
tive
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pens
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n di
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sure
) .
.
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 16 of 115
• P
SE
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lly e
stab
lishe
s m
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ary
man
date
s (a
llow
able
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ses
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nsat
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plan
s)
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ydro
man
ages
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ts c
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plan
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r th
is
fram
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k.
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isio
n B
CH
mak
es in
clud
e -
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ng s
truc
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sist
ent
with
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arie
s w
ithin
the
lim
its o
f the
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ary
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ctur
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mot
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up
the
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truc
ture
-
Pay
men
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ntiv
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ithin
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rem
ent t
o ch
ange
app
rove
d co
mpe
nsat
ion
plan
s re
quire
s a
busi
ness
cas
e su
bmis
sion
to P
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nd a
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val o
f the
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ter
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Page 17 of 115
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ay fo
r P
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rman
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ploy
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CH
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ectiv
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-P
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ased
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ary
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ble
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taff
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n st
aff
•
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rnal
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ity:
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vide
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pens
atio
n to
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ilar
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bs
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xter
nal
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ity
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th p
erce
ntile
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r m
edia
n o
f mar
ket
-C
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re to
sim
ilar
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adia
n co
mpa
nies
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anad
ian
elec
tric
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ities
, en
ergy
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mpa
nies
with
a s
imila
r ba
se o
f $1-
5 bi
llion
) ..
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chm
arki
ng o
f com
pens
atio
n oc
curs
ann
ually
thro
ugh
third
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rty
data
sur
veys
(T
ower
s W
atso
n, M
erce
rs,
Hay
). A
naly
sis
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d in
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se.
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king
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otal
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ards
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se,
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 18 of 115
ompe
nsat
lon
-C
EO
com
pens
atio
n lim
its -
max
imum
allo
wab
le t
otal
com
pens
atio
n fo
r C
EO
of B
C
Hyd
ro e
stab
lishe
d th
roug
h le
tter
from
Min
iste
r o
f Ene
rgy
of M
ines
. -
Cur
rent
max
imum
is $
.
Boa
rd o
f Dir
ecto
rs
-A
ppro
ve t
he C
EO
's c
ompe
nsat
ion package~
-R
evie
w th
e co
mpe
nsat
ion
of V
ice-
Pre
side
nts,
act
ing
upon
the
adv
ice
of t
he C
EO
an
d up
on t
he r
ecom
men
datio
n o
f the
HR
SC
.
Hum
an R
esou
rces
and
Saf
ety
Com
mitt
ee o
f the
Boa
rd (
HR
SC
) -
App
rove
the
tot
al c
ompe
nsat
ion
philo
soph
y an
d an
nual
ly r
evie
w th
e co
mpe
nsat
ion
stru
ctur
e.
-R
evie
w a
nd a
ppro
ve b
enef
it an
d pe
nsio
n ar
rang
emen
ts f
or
subs
idia
ry C
EO
's.
-R
evie
w th
e pe
rfor
man
ce o
f the
CE
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nd r
ecom
men
d to
the
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rd,
com
pens
atio
n fo
r th
e C
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inc
ludi
ng s
alar
y, i
ncen
tive
awar
ds,
perq
uisi
tes,
ben
efits
and
oth
er
rem
uner
atio
n.
-R
evie
w a
nd a
ppro
ve t
he C
EO
's r
ecom
men
datio
ns f
or
Exe
cutiv
e T
eam
ba
sed
sala
ry in
crea
ses
and
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ntiv
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 19 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 20 of 115
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 21 of 115
'-, Tog
ethe
r, w
e w
ill:
• C
on
sid
er
Alte
rnat
ives
to
Rec
ruitm
ent
• P
riorit
ize
and
Fill
Res
ourc
e N
eeds
on
a cr
oss-
BC
Hyd
ro B
asis
bas
ed o
n:
Ess
entia
l, Im
port
ant,
Hol
d, C
ance
l •
Fill
exi
stin
g es
sent
ial
bulle
tins
imm
edia
tely
and
ens
ure
that
our
"ne
t ne
w"
hire
s ea
ch m
onth
rem
ain
with
in o
ur p
lann
ed h
eadc
ount
equ
ival
ent o
f 570
0 (S
ept
2009
) •
Foc
us E
xter
nal
Rec
ruitm
ent
on H
ard-
to-F
ill S
kills
/Rol
es,
Cam
paig
n H
ires,
and
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arly
Rep
lace
men
t •
Pro
mot
e in
tern
al t
alen
t de
velo
pmen
t whi
le a
dher
ing
to T
ime
in R
ole
Gui
delin
es
and
supp
ortin
g D
iver
sity
•
Tem
pora
ry F
TR
vac
anci
es (
e.g.
mat
erni
ty le
ave)
mus
t be
fill
ed o
n a
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ora
ry
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is o
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Page 22 of 115
Ste
p O
ne:
Bu
sin
ess
Gro
up
(1-
2 w
eeks
):
• S
enio
r M
anag
ers
and
HR
ass
ess
recr
uitm
ent r
eque
sts
base
d on
prio
ritie
s, b
udge
ts a
nd
wor
kfor
ce p
lans
: C
an w
e el
imin
ate,
red
uce,
hol
d, c
ombi
ne w
ork
(w
ithin
exi
stin
g he
adco
unt)
? If
no,
can
we
use
a C
onsu
ltant
, C
ontr
acto
r / O
utso
urci
ng,
Tem
pWor
ks (
with
in p
lan
ne
d
budg
et)?
S
afet
y an
d Li
ghts
-on
Crit
ical
pos
ition
s ar
e de
emed
app
rove
d an
d su
bmitt
ed d
irec
tly fo
r po
stin
g:
• F
ront
line
pla
nt o
rfie
ld m
anag
ers
• A
IIIB
EW
rol
es
• E
ngin
eers
•
CO
PE
Tec
hnic
ians
, D
esig
ners
•
All
pre-
appr
oved
tra
inee
& a
ppre
ntic
e hi
res
• A
ll ro
les
cove
red
by C
ontr
actu
al o
blig
atio
ns (
MO
A)
• te
mp
ora
ry r
oles
end
ing
with
in t
he fi
scal
ye
ar
(e.g
. m
at le
ave
back
fills
) ar
e ap
prov
ed lo
cally
by
. H
R L
eads
A
ll ot
her
recr
uitm
ent r
eque
sts
go to
the
Vac
ancy
Man
agem
ent T
eam
for
rev
iew
c:·
.
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 23 of 115
, o
·
.,:<
Ste
p T
wo
:
Vac
ancy
Man
agem
ent
Tea
m (1
wee
k):
• R
evie
ws
wee
kly
recr
uitm
ent
requ
ests
with
res
pect
to:
• P
riorit
izat
ion
(as
abov
e pl
us e
mer
ging
prio
ritie
s o
r w
orkp
lace
pre
ssur
es -
e.g.
ove
rtim
e o
r LT
D i
mpa
cts
on t
eam
s)
• • •
HC
E a
vaila
ble
for
exte
rnal
hire
s ba
sed
on p
revi
ous
mon
th's
attr
ition
(av
erag
e 4.
5%)
attr
ition
rat
e =
15-
25 H
CE
lmon
th)
Inte
rnal
Tal
ent
Man
agem
ent c
onsi
dera
tions
(P
rom
otio
n ca
ndid
ates
, R
etur
n to
Wo
rk a
nd
othe
r D
ispl
acem
ent
~sts
' .
.
Alig
nmen
t with
col
lect
ive
agre
emen
ts (
e.g.
CO
PE
Art
icle
9)
Hir
ing
Man
ager
wit
h A
ccen
ture
HR
an
d H
RB
P (
2-12
wee
ks):
Man
ages
pos
ting,
sho
rtlis
ting
and
hirin
g pr
oces
s
!"..)
C
ON
FID
EN
TIA
L-
DR
AF
T
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4
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 24 of 115
I ...J < i= z
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 25 of 115
BChlJdrO m EXECUTIVE SUMMARY
VACANCY MANAGEMENT STATUS REPORT - WEEK OF MARCH 28/2011
PURPOSE
To report on current status of vacancies approved for recruitment and the cumulative status of recruitment for F 11.
Summary of Recommendations
For the week of March 28th, the Vacancy Management Team has recomme is expected that 28 of these vacancies (70%) could be filled through internal • M&P vacancies: 1 administrative, 5 professional and 2 managerial % • COPE vacancies: 1 0 clerical, 1 marketing, 1 properties, 1 GTT, ~.
roles; • IBEW vacancies: 2 dispatcher, .1 mechanic, 2 PLT, 1 elect'
The distribution by Business Group is presented
1
2
1
o 3
3
o o o
1
1
o 8 23 9 27
24 5 4 10 3
Balance 19 15 5 2
*Attrition and total positions counter were reset for F11.
3
-1
** Effective November 1, SMI and Site C positions approved for external sourcing will not be counted as using attrition from the pool (as their headcount is outside the target of 6,000 HCE).
Submitted by: CORPORATE HR
CHRO AND HRL T 01/03/2012 GOV _1_085_01_Att_03.doc
1
1
2
o 3
13
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 26 of 115
BChydrom
EXECUTIVE SUMMARY
Status of approvals since inception of VMT process .
Totals in F11 post
July 5 (integration
date), including current week
Submitted by: CORPORATE HR
CHRO AND HRL T 01 /03/2012 GOV _1_085_01 _Att_03.doc
2
/
i · . .
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 27 of 115
Abo
rigin
al R
ei
&
PS &
4
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& C
orp
Res
Su
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y'"
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dm
inis
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tive
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lerk
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rke
ting
L P
rodu
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I-v
Edm
onds
M
&P
I
P3
as a
Lea
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peci
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ce
expe
cted
to
re
turn
to
this
rol
e in
Apr
il R
epla
cem
e Pr il'll
l'''''
:l0:U
;'!l:'i
ow
eve
r ac~irpted
an M
&P
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D.
Thi
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le h
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m
o P
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otil
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~ ~!
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Ydie"
inp
wo
rks
sta
ff b
ut h
irin
g m
anag
er w
ishe
s to
sta
ff
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til A
dmin
rev
iew
is
Tra
nsfe
r ""
0.0
'C;~s an~
'6;;!l' !d
. N
o qu
alifi
ed in
tern
al c
andi
date
s. R
eque
st t
o p
ost
wo
rk is
cri
tical
to
ens
urin
g th
at
we
have
con
sist
ent,
C
ondi
tiona
l app
rova
l 0
and
ongo
ing
com
mun
icat
ions
tha
t en
gage
s o
ur
cand
idat
e ca
nnot
sta
rt
cust
omer
s to
incr
ease
aw
aren
ess
and
mo
tiva
te
earl
ier
tha
n A
pri
l 1,
2011
~""
pa
rtic
ipa
tion
in o
ur
prog
ram
s. S
tron
g an
d ef
fect
ive
and
mu
st b
e go
ne b
efo
re
Re~I
<!§e
ment
co
mm
un
ica
tion
is a
key
str
ateg
y o
f th
e in
dust
rial
ma
rke
ting
pla
n M
arch
31,
201
2. N
o
and
supp
orts
ach
ieve
men
t of o
ur t
wo
pri
ma
ry g
oals
: G
Wh
att
riti
on
aw
arde
d on
and
cust
om
er
tra
nsf
orm
atio
n.
CPP
C
OPE
11
fu
lfilli
ng
th
is c
on
diti
on
.
Pro
pert
y R
ep 2
po
sitio
n r
ecen
tly V
MT
app
rove
d o
n 2
/1/1
1 w
as
fille
d by
Kim
Wag
ner,
Pro
pe
rty
Rep
in V
erno
n. W
e w
ou
ld li
ke
appr
oval
to
bac
kfill
Kim
. Th
is p
ositi
on fu
lfills
Pro
pert
ies
need
s to
ad
dres
s on
goin
g re
gion
al p
rop
ert
y is
sues
in t
he
so
uth
ern
inte
rio
r.
For
ex.
Dea
l wit
h o
ngoi
ng p
rop
ert
y is
sues
wit
h o
wn
ers
wh
o h
ave
is
sues
wit
h o
ngoi
ng o
pera
tions
of t
he
T&
D s
yste
m;
con
tact
for
mai
nten
ance
of t
he
sys
tem
as
we
ll as
veg
etat
ion
man
agem
ent;
A
cqui
re d
efic
ien
t rig
hts;
and
, de
al w
ith
sen
sitiv
e is
sues
wit
h
ow
ne
rs a
s re
quir
ed.
The
po
sitio
n a
lso
acts
on
be
ha
lf o
fT&
D,
acqu
ires
pro
pe
rty
right
s an
d en
sure
s on
goin
g co
oper
ativ
e re
latio
nshi
ps w
ith
ow
ners
fo
r n
ew
dis
trib
utio
n p
roje
cts;
and
oc
casi
onal
sm
all t
rans
mis
sion
pro
ject
s as
req
uire
d.
The
re is
on
ly
1 o
the
r P
roo
ert
v R
eo w
ork
ing
in th
is v
erY
larg
e re
gion
. I
Ve
rno
n
I C
OPE
I
10
3
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 28 of 115
5 6
Gen
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7
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eam
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Ele
ctri
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Ser
vice
s
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I
Gra
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e T
echn
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Con
trac
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FIT
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rofe
ssio
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O.g(
JFe
lati
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l1P~
"i;itrr.G~~~Rs a
nd o
ther
Eng
dis
cipl
ines
. I
Pat
ters
on 7
I
M&
P I
P4
ffiln
dida
tes
inte
rnal
ly o
r ex
tern
ally
as
an
will
re-
bull
etin
for
a G
IT p
aid
for
by t
he
they
can
put
the
empl
oyee
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atio
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s re
plac
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onti
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the
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ects
(Le.
MC
A 5
/6,
RUS
Pow
erho
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~~ ~~Switchgear, e
tc).
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s ne
cess
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to re
plac
e th
e G
roup
10
who
po
k a
new
rol
e w
ithi
n BC
H t
o m
eet
the
pres
ent a
nd f
utur
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'l'1Q
wor
kloa
d re
quir
emen
ts.
I Edm
onds
I C
OPE
I
00
F12
Ope
rati
ons
role
of
Con
stru
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n M
anag
er r
epur
pose
d as
C
ontr
acts
Pro
fess
iona
l P3
in
the
Con
stru
ctio
n &
Con
trac
ts M
gmt
depa
rtm
ent a
s in
crea
sed
activ
ity w
ith
Sit
e C,
Mic
a an
d R
uski
n pr
ojec
ts r
equi
res
mor
e de
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ted
cont
ract
man
agem
ent.
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po
siti
on s
uppo
rts
post
aw
ard
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inis
trat
ion
for
engi
neer
ing,
en
viro
nmen
tal,
con
stru
ctio
n m
anag
emen
t and
oth
er s
uppl
y or
ders
acr
oss
the
Gen
erat
ion
LoB
. Thi
s po
siti
on is
nee
ded
to
faci
lita
te t
he
expa
ndin
g ac
tivi
ties
ass
ocia
ted
wit
h ac
crua
ls,
chan
ge m
anag
emen
t, c
laim
s m
itig
atio
n an
d m
anag
emen
t,
hand
ling
ong
oing
com
mer
cial
iss
ues,
tra
ckin
g de
live
rabl
es a
nd
supp
orti
ng p
roje
ct m
anag
emen
t and
pro
ject
eng
inee
ring
. T
his
posi
tion
nee
ds t
o b
e re
crui
ted
exte
rnal
ly to
min
imiz
e th
e in
tern
al
chur
n of
P3
Con
trac
ts P
rofe
ssio
nal.
PLC
supp
orts
. D
iana
The
man
su
ppor
ts th
is a
s a
m -
not a
s FT
R. W
ill b
ulle
tin
for m
for
2 ye
ar
oer
iod
. I
Edm
onds
I
M&
P I
P3
4
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 29 of 115
8
Gen
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9
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10
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th
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 30 of 115
15
16
Tran
smis
sion
&
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trib
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nce
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0 le
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atis
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r a
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ear)
I Su
rrey
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n
1 C
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E
I 11
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n M
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r by
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e
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rk o
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OS
ition
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or tw
o y
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ojec
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ave
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SH
1 S
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m.
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k o
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ing
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T OSH
re
sour
ce m
ay m
ean
we
are
no
t in
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plia
nce
wit
h W
SB
C
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ula
tory
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qu
ire
me
nts
, n
ot i
n c
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ianc
e w
ith
BC
H p
olic
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ease
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CH
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es o
ur
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nt g
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I
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7
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 32 of 115
26
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 33 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 34 of 115
.'
Request Date: April 28, 2011
Requester:
1.99.1
QUESTION:
FTE reports provided during meeting interview with Nicole Liddell.
Response Date: April 28, 2011
RESPONSE:
Attached.
( "~--
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 35 of 115
F11 Year-End Headcount Equivalent by Business Group
Excerpt from from the Be Hydro F12-14 Service Plan (pages 36 and 37)
Prepared by April 28, 2011 Page 1
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 36 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 37 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 38 of 115
Report Analysis
Since September 2009, BC Hydro has been tracking its workforce counts by using the Headcount Equivalent (HCE) metric to forecast nonovertime labour expenditures. HCE equates a full~time employee as a 1.0 count, and a part time employee as 0.6 count (productive labour averaging 3 days per week).
Total BCH HCE (including subsidiaries) at the end of March, 2011 is 6163, with 209 approved external vacancies. When compared with February, there was a 24 HCE increase for the month. March, 2011 was the first month since October that BC Hydro increased HCE. March also represented a decline in approved external vacancies. BC Hydro now has 209 external vacancies, down from the February total of 230.
BC Hydro's post-integration F2011 headcount targ~t is 6000 HCE across all business groups EXCEPT Site C & SMI, Powerex and Powertech. Excluding employees in those groups, BC Hydro's HCE at the end of February is 5777, or 223 HCE ahead of t he target.
BC Hydro's operational groups sawall of the HCE gains in March. Transmission & Distribution increased by 17.4 HCE, Generation by 1 .6 HCE, and Site C & SMI both increased by 4.0 HCE. Corporate support groups (Corporate HR, Communications, etc.) had a net decline of 8 HCE in . March. Further, 92% (193 of 209) of BC Hydro's approved external vacancies at the end of March are in operational groups.
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 39 of 115
Current Issues
Overtime Management - BC Hydro uses Full Time Equivalency (FTE) as the metric to measure overtime usage across the company. FTE projections forecast how many full time employees it would taketo workthe current levels of overtime by the end of the fiscal year. Below is a summary of BC Hydro's overtime usage after for all of F2011.
• Currently, BC Hydro ended only 26 FTE above its OT plan in F2011. • Earlier projections indicated that overtime could be over 100FTE over the plan. The final result of 26 FTE
represents a marked improvement from prior months, as BC Hydro has done an effective job in curbing overtime usage across the business groups.
• As a comparator, BC Hydro was 23 0 FTE over its overtime plan in F2010.
(ear End Summary (F10 to F11)
HCE Growth - BC Hydro HCE grew by 272 in when comparing year end Fll with FlO. However, in July, 2010 HCE increased by 467 following the integration of BCTC. Total HCE declined by 138 from July, 2010, thru the end of March 2011. BC Hydro realised 166 HCE efficiencies following the integration. Some HCE increases occurred in operations areas, and to the Site C and SMI projects.
O ·1 (, ' r \..1
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 40 of 115
Request Date: April 28, 2011
Requester:
1.101.1
QUESTION:
aCTC Synergy savings allocated by Business Group.
Response Date: April 28
RESPONSE:
Please see attachment:
o BC Hydro - BCTC Integration Forecast F12 Cost Savings
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 41 of 115
c-~
.. ~.~I
.-!~
r-,.)
BC
Hyd
ro· B
CT
C I
nte
gra
tion
F
ore
cast
F12
Co
st S
avi
ng
s
Rev
ised
He
ad
cou
nt r
ed
uct
ion
H
eadc
ount
red
uctio
n -
La
bo
ur
Rel
ated
bus
ines
s ex
pens
es -
lab
ou
r M
OA
pro
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co-
odin
ator
tim
e in
cap
ital1
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er e
ffic
ienc
ies
to d
ire
ct c
apita
l1
Don
atio
ns
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ranc
e C
onsu
lting
Le
gal
Inte
rnal
au
dit
AR
N c
onsu
lting
E
xter
nal c
omm
unic
atio
ns
HR
& p
ensi
on
Impl
ied
rent
red
uctio
n ~
IT/s
oftw
are
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nte
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hnol
ogy
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iron
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n A
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r ef
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tal
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0
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000.
0
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e 1:
the
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al h
ead
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t re
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D is
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h th
e o
pera
ting
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tal p
ortio
n. T
he c
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l po
rtio
n ha
s be
en d
educ
ted
to s
ho
w th
e oP
erat
ing
cost
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ct.
2: r
elat
es to
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ce o
f Pre
side
nt in
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TC
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0 80
0.0
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0 20
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 42 of 115
Request Date: April 29, 2011
Requester:
1.105.1
QUESTION:
Please provide the latest employee survey andF11 Headcount by BG further to the April 29th briefing meeting.
Response Date: May 2,2011
RESPONSE:
Please see attachments:
o F11 Year-End Headcount Equivalent by Business Group
• GOV .. J_105 01 Att 02
o BC Hydro 2009 Employee Survey - Overall Report
o BC Hydro 2009 Employee Survey - Executive Summary - WatsonWyatt
{ O, oj 7 U·!· ·0 i.+ .J
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 43 of 115
Fll Year-End Headcount Equivalent by Business Group
Excerpt from from the Be Hydro F12-14 Service Plan (pages 36 and 37)
Prepared by April 28, 2011 Page 1
04 4
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 44 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 45 of 115
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Page 3
046
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 46 of 115
Request Date: May 3,2011
Requester:
1.114.1
QUESTION:
Please explain how the 1,566 standard annual work hours for a year was calculated.
Response Date: May 4,2011
RESPONSE:
Please see attachment:
o Calculation of F12 standard annualwork hours ( .... \, . .
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 47 of 115
Work days Definition of work days= weekdays less statutory holidays
annual standard work
Calculation for F2012 # of days daily hours hours
Apr 19 May 21 Jun 22 Jul 20 Aug 22 Sep 21 Oct 20 Nov 21 Dec 20 Jan 21 Feb 21 Mar 22
250 ·
deduct from work days net of statutory holidays Entitlements annual vacation - weighted average 20 flex days 18 sick days 6.7
44.7 205.3
add cash taken in lieu of flex days· 3.5 208.8 X 7.5 1566
t t daily work hrs annual standard work hours
• there was a restriction for M&P employees hired after Aug 2005 in that they could take only 50% of their flexdays entitlements. The balance was to be cashed in
this restriction was removed effective F2012; however, the standard annual work hours were not changed as - employees have the ability to cash in their flexdays - to avoid changing the basis for the calculation of FTE
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 48 of 115
Request Date: May 4, 2011
Requester:
1.121.01
QUESTION:
Please provide information on the BCTC/BCH integration efficiencies by Business Group.
Response Date: May 5,2011
RESPONSE:
Please see attachment:
o BCTC/BCH Integration Efficiencies by Business Group
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 49 of 115
BChydro m
BCTC/BCH Integration Efficiencies by Business Group
Business
Customer & Corporate Groups
Provided by: CORPORATE HR
May 4,2011
Area AR&N Communications Corporate Offices Energy Procurement Finance Human Resources Legal OCIO Procurement Regu SH&E
on Services Field Operations Finance Grid Operations Human Resources Major Project Delivery
7 1 2
21 1
21 5 4 2 2
1
050
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 50 of 115
Request Date: May 9, 201 1
Requester:
1.150;01
QUESTION:
Please provide further breakdown on travel, dues, etc.
Response Date: May 10, 2011 . RESPONSE:
Please see attachments:
• GOV 1 150 01 Att 01
o Advertising Expense
• GOV 1 150 01 Att 02
o Donations
• GOV 1 150 01 Att 03
o Employee Loans, Attraction & Retention
• GOV 1 150 01 Att 04
o Fees, Dues and Other Charges
• GOV 1 150 01 Att 05
o Transportation & Moving Expense
• GOV 1 150 01 Att 06
o Travel&Expense
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 51 of 115
Purpose of this Account
Cost of incentives designed to assist, attract and retain employees in the more remote work locations.
Processing Transactions posted to this account are processed through manual journal entries as they represent forgi For each months that employese met the criteria the monthly repayment is forgiven and charged to Opere
FISCAL_YEAR 2010 2010
SOURCE_SYST BUSINESS_GROUP EM Field Operations ONL Field Operations SJL
Source System Legend ONL Manual Journal Entry SJL Spreadsheet Loaded Journal Entry
ACCOUNT_ DESCRIPTI
ACCOUNT ON 600630 Amort Empl L 600630 Amort Empl L
052
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 52 of 115
vable loans granted to employees working in remote locations. 3ting Cost.
Amount 1,179.00
292,505.79 293,684.79 refer to tab 2 for details
(";'f~:, \ . "
'- . '"'
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 53 of 115
SOURCE AP AP AP AP AP EX EX AUT CCS ONL ONL ONL ONL ONL SJL SJL SJL SJL
PEOPLESOFT_ACCOUNT_DES PEOPLESOFT _ACCOUNT _# CRIPTION
600352 600357 600358 600371 600372 600352 600358 600358 600371 600352 600357 600358 600371 600372 600352 600357 600358 600371
EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EASMNTS/R-O-WAY -Expense EXTERNAL COURSE-Expense MEMBERSHIP DUES & OTH FEES-Exp MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense EASMNTS/R-O-WAY -Expense EXTERNAL COURSE-Expense OTHER GOVT FEES-Expense MEMBERSHIP DUES & OTH FEES-Exp SEARCH & OTH PROP FEES-Expense
Source System Legend
AP EX AUT CCS ONL SJL
PeopleSoft Account Payable Peoples oft Expenses Custom Autovendor System SAP Custiomer Care Billing System Manual Journal Entries Spreadsheet Load Journal Entries
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 54 of 115
SAP Account SAP Account #
635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080 635080
Description Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees arid Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues,Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and Other Charges Dues, Fees and OtherCharges Dues, Fees and Other Charges
SUM(MONETAR Y_AMOUNT)
957,809.15 8,903.00
12,031,540.62 834,620.62 163,816.46
1,400,392.84 641,192.10 254,497.56
5,294.28 63,544.65
(372,692.01) 238,783.82
1,129,012.00 (232,146.54) 550,000.00
(120,711.85) 52,991.27
17,606,847.97
SUb-total
13,996,689.85
2,041,584.94
(-\ . .
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 55 of 115
refer to tab 2 for details by Business Group
refer to tab 3 for breakdown by Business Group
O~· / ~) b
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 56 of 115
Source System AP ONL SJL
ACCOUNT 600363 600363 600363
Source System Legend
PEOPLESOFT _ACCOUNT_DESCRIPTION Transport/Moving Cst-Expense Transport/Moving Cst-Expense Transport/Moving Cst-Expense
AP PeopleSoft Accounts Payable ONL nual Journal Entries SJL Sporeadsheet Journal Entries
""" '" (
I \ " , ' ~-,'
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 57 of 115
FY2010 5,100,382.99 refer to tab 2 for details 1,520,869.32
702,688.24 7,323,940.55
n C"- n U:> ()
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 58 of 115
· ;.jCAL YEAR BUSINESS GROUP SOURCE_SYSTEM
2010 Corporate - AP 2010 Field Operations AP 2010 Generation & Engineering AP 2010 Cust Care & Conservation Gr AP
2010 Field Operations 2010 Field Operations
BI CA
2010 Corporate EX 2010 Field Operations EX 2010 Generation & Engineering EX 2010 Cust Care & Conservation Gr EX
2010 Corporate AUT 2010 Field Operations AUT 2010 Generation & Engineering AUT 2010 Cust Care & Conservation Gr AUT
2010 CO~Offi~ ONL 2010 Field Operations ONL 2010 Generation & Engineering ONL 2010 Cust Care & Conservation Gr ONL 2010 Corporate SJL 2010 Field Operations SJL 2010 Generation & Engineering SJL 2010 Cust Care & Conservation Gr SJL 2010 Transmission ONL
,al for all business groups and source systems
AP PeopleSoft Accounts Payable BI PeopleSoft Sundry Billing CA PeopleSoft Contracts Billing EX PeopleS oft Expenses AUT Home Grown Auto Vendor ONL Manual Journal Entry via GL SJL Spreadsheet Journal Entry via GL
PeopleSoft ACCOUNT ACCOUNT,-OESCRIPTION
600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense 600380 TRAVEL & EXPENSE-Expense
600380 600380
600380 600380 600380 600380
600380 600380 600380 600380
600380 600380 600380 600380 600380 600380 600380 600380 · 600380
TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense
TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense
TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE~Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense
TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE~Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense TRAVEL & EXPENSE-Expense
PeopleSoft Account 600380 = SAP Account 635150
AMOUNT 510,918.73
2,169,500.51 1,164,664.82
183,942.67 4,029,026.73
(8,091.44) (30.70)
(8,122.14) 1 , 035, 795.41
11,429,606.98 6,101,364.86
632,830.63
(".;·i
19,199,697.88 refer to t ---'~2:;;-847',~24~9:-'-i.9~3~
273,911.14 352,766.64 43,143.89
954,071.60 (120,256.03)
(61,367.86) (221,160.17)
(56,700.02) (28,607.26) 129,791.28
2,925.67 (965.78)
3,439.29 (352,900.88)
23,821 ,673.19 C""'\ '-.::::0:;,:...-
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 59 of 115
:ab 2 - FY201 0 breakdown
060
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 60 of 115
Request Date: May 4, 2011
Requester:
1.119.01
QUESTION:
Please provide salary totals from F07 to F10 by job level for the Management and Executive positions.
Response Date: May5, 2011
RESPONSE:
Please see attachment:
o Be Hydro - F07 to F10 Summary of Employees in Management Positions
(<tic)!;;" , I;
',~ - -~ .. ,.
(\ /' 1 ' i -U'" ! \.;
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 61 of 115
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$21,
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411
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135
$17,
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854
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 62 of 115
Request Date: May, 2011
Requester: -Author:
1.219.01
QUESTION:
Please provide the MMBU and Fleet Services Activities and Staffing.
Response Date: May 31,2011
RESPONSE:
Please see attachments:
o MMBU Staffing and Activities
o Fleet Services Activities and Staffing
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 63 of 115
MMBU Activities and Staffing
Surrey Operations 72 Employees - $12.1 Million
Surrey Operations
Transportation $3;2 Million
Regional Operations 59 Employees .. $6.3 Million
Materials are sent from regional locations to a central hub in Surrey where the materials are categorized, sorted and sold
• Manage the disposal of all waste materials - hazardous and non hazardous for all of BC Hydro
• Generates revenue· from sales
• Has a benefit for Mi
• 8 employees - 5 COPE and 3 IBEW
• TotaIO&M: $l,795K o Labour: $615K o Materials: $31K o Services: $1,149 K - disposal fees (excludes PCB). Nearly $1 million in cost is for the
disposal. recycling of waste wood products
• Revenue: $3.5 million target for H1 and $8.8 M actual due to one-time cable sale ~ includes revenues from OMD listed below
Highly Confidential and Restricted 1 Materials Management Business Unit
( . -,- ....
(j / /1 V 0 i_r
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 64 of 115
• OMD takes non contaminated oil and purifies it for reuse in our transformers • The oil has value and reduces our need to purchase new oil from vendors • This area is currently under review as part of the Contaminated Waste long term
sourcing strategy • The operations have been determined to be a safety and environmental risk in the
current location and use of sodium dispersion technology - Decision expected by Sept 2011
• 11 employees -10 ISEW and 1 Manager • Total O&M: $1,479 K
o Labour: $804K o Materials: $70 K o Services: $606 includes disposal costs for solid contaminated materials
• Revenues offset some of these costs - shown under IRD
•
• • • •
Inventory Examination o We measure the accuracy of our inventory by sending inventory examiners into our
warehouses throughout the province to verify that the materials on hand are consistent with the materials in the system.
o These employees are based in Surrey and travel throughout the province • Forecasting and Inventory Planning
o This group works with the Asset Managers, Designers, and Field teams to determine what level of stock we should maintain in throughout our operations. They set min and max levels, reorder points for 250 Catalogue items that represent about 80% of the total volume of materials
• 13 employees o 5 Inventory Examiner - 1 COPE work leader and 4 inventory examiners o 8 Forecasting and Inventory Planners - 2 COPE Forecast analysts and 7 Inventory
Planners o 1 Manager
• Total O&M: $1.6 M o Labour: $1.2M o Materials: $12 K o Services: $381 K - includes travel costs for invento examiners
•
Highly Confidential and Restricted 2 Materials Management Business Unit
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 65 of 115
• •
•
This gr.oup is currently primarily a transacti.on precessing gr.oup dealing with the inv.oices and managing the transportati.on and cust.oms venders
• This gr.oup is in transiti.on and will be taking.on a larger r.ole as transp.ortati.on c.o.ordinati.on and d as a. result .of the tranc:rlnr't::>tllnn c:tr::>t<><n'
• 5 empl.oyees - 4 COPE and 1 Manager a We will be adding 2 additi.onal FTT transp.ortati.on c.o.ordinat.ors as part.of the
Transp.ortati.on strategy - .offset by a decrease in 14 empl.oyees in CS Vern.on
• T.otal O&M: $4,408 K a Lab.our: $l,128.1K - this included cress charged wages fr.om C.onstructi.on Services
fer the trucking services they pr.ovide fer MMBU • This am.ount will decrease with the implementati.on .of the transp.ortati.on
strategy and CS charges g.o away a Materials: $4.0K a Services: $3,176K - This is third party trucking and cust.om clearing services
• This will increase in the future as we m.ove mere w.ork t.o c.ontracted pr.oviders and less w.ork is d.one internal - .offset lab.our c.osts a
•
•
This gr.oup is resp.onsible f.or the daily .operati.ons .of a Distributi.on Centre Receiving inb.ound shipments fr.om suppliers and returns fr.om field .ops Putting away materials int.o inside .our .outside st.orage areas Picking and packing .orders
. L.oading trucks a materials t.o sites and field l.ocati.ons
18 empl.oyees -17 IBEW and 1 Manager is in .our Budget a This gr.oup is augmented with m seasonal w.orkers during spring and summer when
v.olumes increase a There are very few skills/requirements f.or this r.ole. We get .our empl.oyees fr.om the
Uni.on Hall and have n.o ch.oice ab.out wh.o they send us. It is seen as an entry level p.ositi.on fer pe.ople wh.o want t.o m.ove int.o apprentice r.oles in Field .operati.ons
a Current Staffing
• 5 Receivers
• 3 Shi
Highly Confidential and Restricted 3 Materials Management Business Unit
(-'~ .... ( . I 1", l"\ \..J V V
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 66 of 115
• 7 Pickers/Packers • 3 Loaders • 1 Meter handler • 1 Foreman
• Total O&M: $1,814 o Labour: $1,637 o Materials: $85
2
• •
• •
This group support the Major Projects area with the receipt and staging of project materials
• The group supports third parties such as AMEC and SNC as well. • The materials they handle are often not in our inventory making it difficult for us to
measure the work they do • This team also supports Generation including Burrard Thermal and the ongoing project to
improve Generation Materials Management activities with the goal of eventually moving these to MMBU The group provides support when projects that do not use MMBU are having trouble
materials and is a "secu stock" and itor for u needs
13 employees -1 COPE, lllBEW, 1 Manager
• Tota l O&M: $1,216 K o Labour: $1,003 K o Materials: $66 K o Services: $146,5K
•
• •
Highly Confidential and Restricted 4 Materials Management Business Unit
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 67 of 115
Regional Operations
There are 13 locations throughout the Province that receive storekeeper services 5 days per week with service from 8-4 o Lower Mainland - Abbotsford, Horne Payne, LMS and Edmonds o Vancouver Island - Courtenay, Nanaimo and Victoria, Campbell River and Duncan o Interior South - Kamloops, Vernon and Cranbrook o Interior North - Prince George
• These major centres offer a wide range of services (53 in total) to the Field Operations teams including o Primary field store functions (20 activities) such as receiving, put-away, shipping,
allocating materials to crews, managing records, inventory counts o Managing scrap, salvage and hazardous materials o Client Service functions in support of local crews (15 activities) including expediting,
delivering materials to job sites, managing tool cribs, arranging repairs of tools, coordinating material needs
o Primary facility warehouse functions (11 activities) including managing cable, yard security, access control, care and control of materials, safety, cleaning and maintenance of warehouse and other duties as uired
• 37 Employees: 32 IBEW, 4 M1 managers, 1 M2 Manager, o Lower Mainland: 11IBEW + 1 M1 o Vancouver Island: 5 IBEW +1 M1 o Interior South: 6 IBEW + 1 M1 o Interior North: 10 IBEW +1 M1 o Note: I have allocated all regional operations managers to the full service locations
although they also support all partial service locations o Note: IBEW Field Storekeepers do have to have higher qualifications than the
storekeepers at MDC and we have the opportunity to select these employees based on merit not solely seniority
• Total O&M: Note that we do not separate out regional operations costs for full service versus partial service locations so all costs associated with the full operations are outlined below.
Services are primarily travel costs for storekeepers who are servicing the partial service areas that don't have dedicated full time storekee
•
•
•
Highly Confidential and Restricted 5 Materials Management Business Unit
( '~' ,." . ...: .
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 68 of 115
"> ...
Th.ere are 63 locations throughout the Province that receive storekeeper services less than 5 days per week with varying degrees of service offerings o lower Mainland .,..18 locations such as North Vancouver, Squamish, Whistler,
Pemberton, Coquitlam, Powell River, Sechelt, Hope, Chilliwack, Maple Ridge, Bowen Island, Texada, and Gambier
o Vancouver Island -11 locations such as Port Alberni, Qualicum, Port Hardy, Tofino o Interior South -13 locations such as 100 Mile House, Fernie, Revelstoke, lillooet,
Merritt, Clearwater and Invermere o Interior North - 21 locations such as Terrace, Quesnel, Williams lake, Dawson Creek,
Chetwynd, Haida Gwaii, Smithers and Kitimat • These locations are categorized into liB", "C" and liD" locations which determines the
frequency of service and the services provided o B locations get 16-40 hours per week o C locations get 4-16 hours per week o 0 locations 4-16 hours r month
• 22 employees - alilBEW as managers are included in the full service area staffing o lower Mainland: 5 o Vancouver Island: 8 o Northern Interior: 6 o Southern Interior: 3
• Note that these are largely FTR employees and that we do supplement the staff with FIT resources during the spring and summer build season
• lower Mainland resource 0 mization includes transfers from the Su rations
•
• •
•
•
Highly Confidential and Restricted 6 Materials Management Business Unit
069
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 69 of 115
Fleet Services Activities and Staffing
Specify and Manage Purchases 10 Employees -$18:6 Million
Major Vehicle Service 43 Employees-$7;9Million
General Vehicle Services 39 Employees $7.9 Million
Specify and Manage Purchases
• Engineering and Standards o Determine the engineering requirements for vehicles and equipment to ensure that they meet
the safety and operational requirements - Leads the Fleet Standardization committee o Determine the preventative maintenance schedule to optimize lifetime value o Determines the standards for life cycle o Reviews repairs to look for abnormal issues o Establishes the green fleet strategy and evaluates green fleet solutions o Develops efficiency programs such as GPS tracking / t elematics, improving vehicle utilization,
and "right sizing" vehicle requests.
• Capital Management o Solicits feedback from user groups to develop a BC Hydro wide capital plan o Seeks approval for the Fleet capital plan o Monitors performance against capital plan
• Manage Vehicle Ordering and Delivery o Executes on the placement of vehicle orders and ensuring that they are received in the field
per the plan o Monitors the status of preventative maintenance on light and medium duty vehicles not
serviced by BC Hydro mechanics o Oversees the disposal of end of life vehicles - executed in MMBU investment recovery and
disposal group
• Manage Vendors o Manages the ICBC insurance relationship o Works with vendors on quality and timeliness of equipment o Manages the warranty program o Processing payments o Responsible for the ARI outsourcing relationship including reviewing costs and identifying cost
savings opportunities o Manages business group accountability and awareness of fleet operating costs - Virtual
invoices
• 10 employees o M2 Man
Highly Confidential and Restricted 1 Fleet Services
07 0
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 70 of 115
o New Vehicle Manager - M1 (Matt) o Principal Engineer - P3 (Misho) o Vehicle Engineer / Fleet Greening - P3 (Steve) o ARI Services - P3 (Neil) o Altec Portfolio - Cope 10 (Andrew) o Falcon Portfolio - Cope 11 (Chris) o Light & Medium Portfolio - Cope 9 (Jim) o Mobile Workshops / Walkins - Cope 10 (Leon) o Vehicle Coordinator (ordering and Invoices) - Cope 7
• Total O&M: $18,600 K o Labour: $1,100 o Materials: $10,418 - Fuel for the entire Fleet - 9.4 million litres o Services: $ 8,927
• $3.9 million for Light and Medium duty vehicle services outsource to ARI • $625 K for ARI fees • $2.2 million for insurance • $2.1 million for lease payments • $0.5 million for carbon offsets • $0.1 million for travel (vendor inspections and training)
o Offsets • $2.9 million recovery from ABSU for vehicles supplied to meter readers - shows as
an to that ram
•
•
Major Vehicle Service
• Critical Component Inspections (CCI) o Half way through the life cycle of a heavy duty vehicle, the unit is brought in to the
Surrey Garage for a CCI. o OEM mandates safety work is completed such as inspecting and replacing boom
components as needed and replacing bucket cables ($30,000 per unit - $18,000 is labour - $12,000 parts)
o A reliability centered maintenance program is completed. Components such as bearings, rotation boxes, bushings, pins, outriggers and valves are inspected and replaced as required ($17,000 per unit - $7,000 is labour - $10,000 parts)
o An environmental assessment is done and hydraulic hoses are inspected and replaces as required ($13,000 per unit - $5,000 is labour - $8,000 parts)
• Heavy duty vehicle maintenance and repair o Selected work on the cab and chassis is outsourced to outside vendors through the
ARI agreement (e.g., transmission repair) work related to ment on the cab and chassis is done internal
Highly Confidential and Restricted 2 Fleet Services
1)7 1 v I
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 71 of 115
Utility Vehicle Mechanics a This work includes conducting a Commercial Vehicle Inspection which is required
annually • Automotive Parts room
a The parts room supplies parts to the utility vehicle mechanics to keep them productive and focused on the mechanical work
• Bodyshop a The body shop does specialized work on the equipment such as booms. a This avoids having the booms transported and potentially damaged in transit a Specialized dielectric paints are required to ensure that the vehicles and equipment
are grounded - a key safety feature
• Welders a The welders focus on the equipment such as booms and specialized requirements
• Quality Control a When new vehicles arrive from the manufacturer, they are inspected toensure they
met the specifications outlined in the order a Fleet recently moved to having the "outfitting" of the vehicles completed by the
manufacturer, work that used to be done internally. Quality inspection ensures that this work meets our d n and standards.
• 43 employees a 1 M3 Manager (Jonny) a 1 M2 Manager (Glen) a 3 M1 Managers (Mike, Cindy, Muni) a 3 COPE Clerks (Dianne, Nancy, Karin) a 3 IBEW Welders a 3 IBEW Body Shop a 5 IBEW Parts -1 Senior, 4 Regular a 11BEW QA (Bruce Alsop) a 23 IBEW Utility Vehicle Tradesmen - 4 on afternoon shift and 19 on day shift ·
• Note: Mechanics are specialized utility vehicle mechanics and receive additional training over and above a general certified mechanic to enable them to work on this safety sensitive equipment
• TotaIO&M:
a Materials include the actual parts purchased to provide the services a Services include $520 K paid to ARI for work done by outside vendors and an
additional $48 K for non ARI vendor work a $60 K paid to Powertech for testing of equipment a $72 K paid for utility fleet training a Labour also include $375;000 in wages for other BC Hydro groups that charge their
time to Fleet including Powertech labs for the quality testing of our equipment prior to dent
•
Highly Confidential and Restricted 3 .Fleet Services
'~": .. , .~.
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 72 of 115
•
•
•
General Vehicle Services
• The Fleet department operates garages in each region of the province to conduct maintenance and repairs to the Heavy Duty vehicle fleet o Some mechanics are based in larger headquarters such as Prince George, Vernon,
Victoria and Edmonds to serve a large base of resident heavy vehicles o Some mechanics are mobile travelling to smaller locations such as Chetwynd or
remote islands to service vehicles • This work helps improve the productivity of our field resources
o Vehicles are serviced in the area in which they are deployed which reduces the amount of time a vehicle is out of service
o Vehicles are repaired at times convenient to the operations. The Fleet Client Service Manager coordinates the repair work when the vehicle is scheduled to be idle
o Because the mechanics can service both the cab and chassis and the aerial equipment the same time, we avoid sending the vehicle to two different specialized vendors
BC Hydro is certified to complete the CommerCial vehicle Inspections which enables our vehicles to erate in com ance with Min of Tra ns
Highly Confidential and Restricted 4 Fleet Services
( ' ';"" '7 l,) .J
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 73 of 115
• Note: $250,000 of the labour charges are paid to Construction Services mechanics who work on the Trucking fleet. These costs will go away with the implementation of the Transportation trucking strategy in MMBU when these vehicles are sold and these mechanics are laid off.
• Services: o $2.2 million is paid to ARI for services provided by external vendors o $375,000 is paid to other non ARI service providers o $350,000 is paid for travel for mobile mechanics when operating out of their
home centres o $250,000 is paid to Powertechlabs for quality testing of equipment o $50,000 is paid for parking of pool vehicles at Edmonds and Dunsmuir. This cost
will reduce as part of the reduction in the pool fleet o id for tools and basic used mechanics
• •
•
•
•
•
Highly Confidential and Restricted 5 Fleet Services
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 74 of 115
Request Date: May, 2011
Requester:
1.180.01 .
QUESTION:
Please provide additional information on executive Compensation.
Response Date: May 18, 2011
RESPONSE:
Please see attachments:
• GOV 1 180 01 Att 01
o Executive Variable Pay Model Calculator
• GOV 1 180 01 Att 02
o Executive Benefit Plan
• GOV 1 180 01 Att 03
o Executive Pension Plan Summary Internal
• GOV 1 180 01 Att 04
o Executive Pay Management
• GOV 1 180 01 Att 05
o HRSC 7 .. Service Plan Performance Metrics Scorecard
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 75 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 76 of 115
8Gh Iro
Group life Insurance
Accident Insurance
Long Term Disability
Medical Services Plan
Extended Health Plan - Manulife
Vision Care
Eye Exams
DentalManulife
Executive Medical
Enhanced Computer Purchase Program
Living Well Credit
Executive Benefit Plan
Be Hydro Executive Benefit Plan (2011) - Employer Paid
Pays your designated beneficiary a tax-free lump sum payment should you die from any cause while employed by BC Hydro.
He ps protect you and your family from the financial burden that can be caused by accidents. Death benefits are paid to a beneficiary in the event of accidental death, and benefits are paidto you in the event of the accidental loss of limbs, sight, hearing or mobility. You are covered for accidents occurring anywhere in the world, 24 hours a day.
Designed to provide a continued source of income should you be unable to work due to a serious illness or injury.
Provincial health plan which is sponsored by the BC government. It provides coverage for many medical expensessuch as doctors' visits and surgical fees.
Pays for many medical expenses that are not covered by the Medical Services Plan of BC (MSP). Visits to a chiropractor, hearing aids, ambulance, prescription drugs and fees of naturopathic physicians are examples of services and supplies that are wholly or partially covered by the extended health plan.
(Reimbursement for visits to professional practitioners, i.e., acupuncturist, chiropractor, massage therapist, physiotherapist, naturopath, registered clinical psychologist, and speech therapist, dietician and osteopath, is limited to a combined annual maximum of 000
3 X base annual salary . (to a maximum of $1,000,000)
$200,000 on death
Up to $200,000 for disability
75% of pre-disability income to a maximum of $20,OOO/month Benefits begin after 15 weeks of disability. Coverage ends at age 65.
Paid by BC Hydro
$0 deductible 100% coverage
Unlimited lifetime maximum
. Also includes reimbursement for medically required travel in Be
Includes eligible emergency medical expenses that occur while traveling outside of the province or Canada.
Designed to reimburse you for vision expenses such as glasses Child: up to $150/12 months and contact lenses.
examinations are not covered. When completed by ophthalmologist or optometrist per family every 24
Designed to reimburse you for services that help maintain or restore teeth and gums.
It is BC Hydro's policy to pay for health assessments for executives. We strongly encourage you to participate. BC Hydro will also subsidize the cost of private health assessments for your spouse or partner.
Reimbursement of computer equipment and software is limited to a maximum of $1,000 every 4 years and must be supported with receipts. The reimbursement amount will be treated as taxable income. Can be allocated to PHSP, Health & Sustainability Account, Grou Home Mo or Grou RRSP.
months 100% basic services 80% major dental work 50% orthodontics
lifetime maximum erson The cost of the employer provided assessment is approximately $900. Frequency of health assessments is based on age and current health status. Medysis will contact your directly to arrange an
Maximum of $1,000 in a specified 4 year . period.
Flex Credit of $750 for employees on payroll as of Jan 1
Page 1 of 2
" '1 ·7 U: /
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 77 of 115
BChgdro
Optional Employee Life Insurance (employee paid)
Optional Spousal Life Insurance (employee paid)
... Cost of Optional life Insurance
... Additional Employee Accident Insurance (employee paid)
Optional Spousal and Dependent Child
. Accident Insurance •... (emp!oyee paid)
Private Health Services Plan (PHSP)
Group RRSP
Health & Sustainability
Group Home Mortgage Program
Executive Benefit Plan
HI III
Be Hydro Voluntary (Optional) Benefits - Employee Paid
Pays your designated beneficiary a tax-free lump sum payment in addition to Basic Life Insurance should you die from any cause while employed by BC Hydro. Rates are based on your age and smoking status.
In the event of the death of your spouse, you will receive a tax-free lump sum payment should s/he die from any cause. Rates are based on your spouse's age and smoking status. Monthly cost per $10,000 of coverage:
Monthly 2011 Rates per $10,000 coverage Age Band Non-Smoker Smoker Up to 34 0.38 0.73 35 - 39 0.40 0.79 40 - 44 0.64 1.25 45 -49 50 -54 55 - 59 60-64 65 - 69
1.15 2.03 3.24 4.53 6.26
2.20 3.88 6.22 8.66 11.98
In addition to Basic Employee Accident Insurance, you may purchase additional accident insurance for yourself.
You may purchase accident insurance for your spouse and/or your dependent children.
Pre-tax dollars can be set aside annually in your PHSP account to pay for medical and dental expenses incurred by you and your eligible dependents that are not entirely reimbursed by either the Extended Health or Dental Care plan. Any unused balance in the account at the end of the calendar year will be forfeited. However, you can carry forward unused expenses from the current year to the following year for reimbursement by the PHSP. A vojuntaryGroupRRSJ> program administered by London Life. Tax efficient contributions made by payroll deduction and low investment management fees are features that make this an attractive benefit. A taxable account that can be used to reimburse eligible expenses related to individual health and sustain ability initiatives.
Must have a fixed term mortgage with Scotiabank that started or renewed after BC Hydro employment.
Available in multiples of $10,000 to a maximum of $400,000
Available in multiples of $10,000 to a maximum of $400,000
For example: a 47 year old smoker choosing $200,000 of optional employee life insurance coverage would pay $2.20 x 20 = $44.00 per month for the coverage.
Available in multiples of $10,000 to a maximum of $250,000 . Cost: $2.64/$10,000/year
Available in multiples of $10,000 to a maximum of $250,000 for your spouse Cost: $2.64/$1O,000/year; and to a maximum of $50,000 for each dependent child Cost: $3.00/$10,OOO/year (composite rate)
Minimum annual deposit of $200.
Optional Must have personal RRSP room available.
Optional
Contact Peggy Walker at 604-623-3651 for further details.
Page 2 of2
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 78 of 115
Be Hydro Executive Pension Plan
BC Hydro provides to employees a defined benefit pension plan. A defined benefit plan guarantees your retirement earnings and is not subject to market rate returns. The formula for calculating your pension is 2% multiplied by your best 5 average consecutive years of plan earnings multiplied by your years of contributory service.
The BC Hydro Executive Pension Plan provides eligible participants with special provisions in addition to the benefits available through the BC Hydro Pension Plan. These special provisions include a lifetime bridge benefit as well as the option to purchase service, within the guidelines, to a maximum of 5 years.
Special pension provisions form part of the total compensation package for executives of BC Hydro.
The special pension provisions include: • variable pay amounts included as pensionable earnings • option to purchase up to an additional 5 years of service
These special provisions do not form part of the 'standard' pension payable from the BC Hydro Pension Plan.
Executive Pension Plan Description
When your pension becomes payable, you will be eligible for a 'standard' pension payable from the BC Hydro Pension Plan and an additional pension beneft from the Executive Pension Plan. These two amounts will be combined and you will receive one monthly payment. The BC Hydro Pension Plan portion will be calculated in accordance with the provisions of the registered plan.
The Executive Pension portion will be the additional benefit payable so that your total pension will be:
2% X Years of Service X Best Average Earnings
Years of Service: Years of contributory service in the BC Hydro Pension Plan plus additional service purchased for service as an executive to a maximum of five years (60 months).
Best Average Earnings: Best average earnings includes both base salary and variable pay amounts. The additional period of service purchased will be added to the end of your service history. The best average earnings will be the highest 60 consecutive months of earnings. The deemed earnings for each purchased year will be the highest average 60 consecutive months earnings prior to retirement, termination or death, or the average earnings since becoming an executive if that period of time is less than five years.
Contributions: Contributions will be deemed to be made on variable pay amounts. The contribution rate will be equal to the employee contribution rate in the BC Hydro Pension Plan at the date the variable pay amount is paid. The current employee contribution rate is 6.31%. Therefore, variable pay amounts will be paid at 93.69% (100% - 6.31%) ofthe gross amount.
Executive Pension Plan - Updated November 1, 2010 Page 1 of 2 (\ "7 (j" U I
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 79 of 115
Lifetime Bridge Benefit: Under the BC Hydro Pension Plan, if you retire prior to age 65, you are eligible to receive a bridge pension payable from your date of retirement to age 65. This bridge pension is equal to 2% of the difference between your best average earnings, and your best average plan earnings, multiplied by your contributory service. Under the Executive Pension Plan, to ensure that your total pension equals 2% of your best average earnings, the bridge pension will be paid for your lifetime, and will not stop at age 65.
Purchase of Service: The additional 5 years of service can be purchased using time banks, retiring allowances or variable pay amounts. Time may be purchased annually or just prior to retirement or termination as an executive, or after variable pay amounts have been discussed. In order to purchase all five years, service of five years as an executive is required.
The cost of purchase for one year of executive service is 12 days of time from your time bank or the equivalent dollar amount, deducted from retiring allowances or variable pay amounts, based on the daily rate of pay at the time of purchase.
It is understood that in return for BC Hydro's guarantee of payment ofthese supplemental pension payments, the deemed contributions made by you or on your behalf pursuant to this agreement will not be kept in a separate fund or individually accounted for.
Executive Pension Plan - Updated November 1, 2010 Page 2 of 2
080
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 80 of 115
CONFIDENTIAL - BC Hydro Executive Compensation Management ~a,a,v K::Ilr'lfll" .C;: and cement as of 31 1
Level VP, T&D Asset Investment Mgmt J Pataky Executive Team (VP Total 7 VP, Grid Operations M Huang Level) (direct report VP, T&D Major Projects Delivery B Barrett . to Executive team VP, Generation Engineering R Grout member)
VP, Economic & Bus Dev o Little
VP, T&D Field Operations & Safety D. Lebeter
Senior and or , Communications Vice President - 3 Sr VP, Human Resources Major Operating Sr VP, Corp Res. & Gen Counsel Business Unit
Executive Exec- EVP, Transmission & Vice Level President - EVP, Generation major, 6 strategic, EVP, Site C core portfolios T Conway
Executive CReid Team (direct report B VanRuyven
to CEO)
Top Executive & Chief Executive Officer o Cobb
*Manag Maximum $277,500.
Draft: For Discussion Purposes only 01/03/2012
$218,000
$218,000
$235,000
$245,000
$250,000
$260,000
$277,500
$367,000
20%/40%
25%/50%
25%/50%
25%/50%
25%/50%
25%/50%
25%/50%
25%/50%
20% Max
1
155K to $225K
$195K to $260K
$550K Max
f" .~. ; 11-' , \ . .} 'J i
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 81 of 115
Base Pay Review Process (For Executive Team Members Only)
As part of the performance management process that commences in April of each year, an excel spreadsheet is prepared for the CEO and CHRO. This spreadsheet provides salary management history on each executive team member including current salary, previous performance rating, recent increases, current salary range minimum and maximum etc. The CEO reviews the performance of each executive team member in conjunction with the CHRO and determines potential salary increases consistent with the established salary ranges.
The CEO presents these recommendations for approval at the May meeting of the Human Resources and afety Committee (HRSC) of the Board. Approved salary increases, if any, take effect June 1 of each fiscal ye terms of base salary increases for the CEO, the HRSC would make a recommendation for a base salary increas, e full Board at the May meeting as long as the increase is consistent with the compensation plan and CEO total ,orrl'p 'on limit. Any promotions of executive team members between the PSEC pre-approved salary ranges woul e~ewe the CEO. A summary of the position, organization chart, and market data are reviewed to ensure that ement makes sense from a business, as well as performance perspective. Any recommended executive tea' , s are reviewed and approved by HRSC On the closest available meeting date.
Executive Variable Pay Process
The intent of the executive team variable pay plan at BC Hydro is to ensure foc .. objectives that are linked to the overall success of the corporation. The plan is (PSPs) that identify key objectives and provide a means to measure the overall r and support the organizations ability to deliver the provincial energy pi ,BC Hydro and any other policy direction received from the Board.
Personal Objectives
ey strategic performance ersonal Service Plans
, ersonal Service Plans align to erall str~tegic and service plans,
Objectives and performance levels should follow the pr" ' , RT (Specific, Measurable Achievable, Results-focused, Time-bound}. '
Following final approval of BC Hydro's strategi personal objectives that cascade from the s member to develop objectives that also h weighting to reflect priority, with the most I individual performance plans are ve~~e;ffi HRSC for approval (usually Februa', of e
e pi s in February of each year, the CEO drafts hislher ,ultaneously, the CEO works with each Executive Team
i oi~ht to the overall service plan. PSP objectives are given a alit "J~ctives accounting for a larger percentage of the PSP. The ~l2Imber of team sessions and, once finalized, are presented to the
esfrJ.
At the mid-year and year-end#P. al year, the CEO reviews the performance of the executive team members against their PSP Objectiv~.(Thitpr ~1" . onsists of a discussion bet~een ~he CEO and the Vice-President about the performance factors, m, ' ' ent cnteha and demonstrated results, including BC Hydro's overall corporate performance. The over ~ related to Management and Exempt (M&P) variable pay are also reviewed to ensure alignment of outco ' sslavoid if appropriate, compression with variable pay results for Directors covered under the Man~ "fessionai pian. Based on these factors, the CEO determines final individual executive team perform~rc d recommends to the HRSC the variable pay awards for each executive team member. The performan '~we (b n 0-2) is then multiplied by the target variable pay percentage and the executive's annual base salary t m!tQ~Jh ariable pay award.
Variabl
The current target and maximum variable pay award for BC Hydro's CEO is 20%. All other Executives have a target of either 20% or 25%. The maximum award for executive team members is up to 2 times the target percentage.
Draft: For Discussion Purposes only 01/03/2012
2
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 82 of 115
Request Date: May, 2011
Requester:
1.182.01
QUESTION:
Please provide the organization charts for T&D Finance & Supply Chain, current as of May 18,2011.
Response Date: May 19, 2011
RESPONSE:
Please see attachments:
o T&D Procurement ~ Organization Chart current as of May 18, 2011
o Finance Org Chart- Organization Chart current as of May 18, 2011
o Fleet Services- Organization Chart current as of May 18, 2011
o M&P Field Support Services- Organization Chart current as of May 18,2011
• GOV_1_182_01_Att_05
o Material Management Business Unit (MMBU) - Organization Chart current as of May 18, 2011
083
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 83 of 115
CONFIDENTIAL
BC Hydro Briefing Note
Columbia Hydro Constructors Ltd. (CHC) and the Agreement with Allied Hydro Council (AHC)
Background Chronology
• Columbia Hydro Constructors (CHC) Ltd. Is a wholly owned subsidiary of BC Hydro.
• In 1961, the CHC and the PPC (Pacific Power Corporation) were formed in response to the BC Government's proposed major hydroelectric developments on the Columbia and Peace Rivers. The,key driver was the no strike, no lock-out clause predicated by a history of labour unrest in BC.
• The CHC and PPC were both registered BC Hydro subsidiaries that included labour agreements with the Allied Hydro Council (AHC), representing 16 building trade unions, IBEW and COPE. At that time (1961), BC Hydro was the only customer.
• Between 1961 and 1985, all of our major hydroelectric facilities were constructed under these agreements and resulted in an estimated $100M saving as a direct result of labour peace.
• After 1985, these agreements lapsed due to lack of major hydro construction.
• In the early 1990's, the CHC/AHC agreement was re-negotiated in anticipation of an expected increase in major construction projects, such as Stave Falls, Burrard repowering, and the Keenleyside power plant.
• In 1999, CHC's customer base was expanded to include Columbia Power Corporation (CPC).
• On May 8, 2002 the BC Hydro Board of Directors resolved to "wind down" CHC. In compliance with that directive, no new "named projects" have been added to the CHC Agreement since that time.
o The Collective Agreement stipulates that the agreement "shall subsist until the 180th day next following the completion of the last Project undertaken as part of the Development".
• June 30, 2004 the wages and benefit fund portion of the former Collective Agreement expired and was renegotiated for a four-year term, with an arbitrator eventually brought in.
• November 2004, the arbitrator determined that the CHC was not a public sector employer and did not fall under the Public Sector Employer's Act and the Public Sector Employer's Council (PSEC) Compensation Mandate did not apply to CHC.
November 2, 2010 Page 1 of 2
Columbia Hydro Constructors Ltd. (CHC) and the Agreement with Allied Hydro Council (AHC)
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 84 of 115
CONFIDENTIAL
• February 7, 2005 the arbitrator issued a final and binding decision on wage adjustments impacting both IBEW and COPE (members of the AHC). As a result, ACHmembers working for CHC received wage adjustments.
• The decision would not affect future negotiations with BC Hydro's two unions (IBEW and COPE) since BC Hydro falls under the PSEC Compensation Mandate.
• In 2006, BC Hydro's external legal counsel advised that there would be significant risks if BC Hydro were to terminate the Labour Force Agreement pertaining to CHC and proceed with a listed project outside of the agreement.
o Potential risks include damages for unemployed members who would have otherwise been employed on a listed project.
o Potential of Labour Relations Board or court injunctions to enjoin proceeding with tendering or construction of the project.
• In May 2006, the Minister of Finance sponsored legislative amendments to the Public Sector Employer's Act. As of June 2007, CHC came under the Act and is subject to the same PSEC negotiating mandate that applies to the IBEW and COPE.
• October 10, 2008 a new Wages and Funds schedule for the CHC Agreement was negotiated to correct CHC labour rates to near market levels.
• In July and August 2009 the CHC and AHC signed a Memorandum of Agreement governing terms and conditions of employment for employees engaged in construction work on Mica Units 5 & 6 as well as the Mica Gas-Insulated Switchgear Project.
o Work on both projects has progressed considerably, including procurement under the CHC Agreement framework.
o Construction is underway on the Mica Gas-Insulated Switchgear Project.
o For Mica Units 5 & 6, the major contract awarded to date is the turbine and generator contract, which was designated as work to be performed under the CHC Agreement.
BC Hydro Key Contact
Chris O'Riley Executive Vice-President, Generation (604) 623-4577
November 2,2010 Page 2 of2
Columbia Hydro Constructors Ltd. (CHC) and the Agreement with Allied Hydro Council (AHC)
('I n c, \. ... v .J
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 85 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 86 of 115
F10 COPE Gainsharing Calculation Scenario
Profile: • Property Rep 2 • COPE job group 12 • Properties Division • Base annual salary = $80,664
Department Objectives:
Measure Threshold (0.67%) Increase usage of PIMS across • An increase in Properties with a focus on improved the number of efficiencies and streamlining our current PIMS business to: users of 6%.
• An increase in 1. reduce hardcopy records retrieval number of 2. reduce fees (financial costs) to searches of 3%. access Land Title Office, etc. • An increase in 3. more effective and efficient use of number of time for day-to-day operations. transactions of
3%. To improve the user experience for PIMS, employees making entries Increases as will follow a guideline of inputting follows: data within 30 days of receiving. • 95 Active Users Measures based on the following .8,240 searches categories: .19,570
1. # of active users (signed into transactions
PIMS). 2. # of searches. 3. # of transaction.
Base line established as follows:
• 90 Active Users
• 8,000 searches
• 19,000 transactions
A year-end report will be generated throuQh PIMS measurinQ results.
Department Results: • Goal Achieved = 1.33%
F1 0 COPE Gainsharing Calculation Scenario
Goal (1.33%) • An increase in
the number of current PIMS users of 8%.
• An increase in number of searches of 4%.
• An increase in numberof transactions of 4%.
Increases as follows: • 97 Active Users .8,320 searches .19,760
transactions
Maximum (2.0%) • An increase in
the number of current PIMS users of 10%.
• An increase in number of searches of 6%.
• An increase in number of transactions of 5%
Increases as follows: • 99 Active Users • 8,480 searches .19,950
transactions
(\, Q"7 v () !
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 87 of 115
Corporate Results:
Measure Performance Rating Weighting Contribution Gainshare Level to Multiplier Value
Financial Maximum 1.5 50% 0.75 1.50% Customer Maximum 1.5 25% 0.375 0.75% Satisfaction Safety Maximum 1.5 25% 0.375 0.75%
TOTAL 1.5 3.0%
Gainsharing Calculation:
Total F10 Earnings (including regular pay and temporary promotion pay) x (Department Results + Corporate Results):
$80,319.17 x 4.33% = $3,477.82
Payment of Award: • Payment of $3,477.82 was processed on the June 11 , 2010 pay date.
F10 COPE Gainsharing Calculation Scenario 2
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 88 of 115
F11 ISEW Gainsharing Calculation Scenario
Profile: • IBEW Power Line Technician • Dept 4336 - T&D Field Operations - Squamish • Base annual salary = $74,268
Department Objectives:
Measure Threshold (0.67%) Goal (1.33%) Maximum (2.0%)
1. Distribution Line: applies to all • Achieve 2 out of • Achieve 3 out of • Achieve all 4 headquarters, based on individual 4 goals 4 goals goals department achievement. Improvement in ETRs: 75% of non storm last ETRs will be within +/- 60 minutes of the actual restoration time and 65% of the non storm all ETRs will be within +/- 60 minutes of the actual restoration time.
Threshold: 70% and 60%; target: 75% and 65%; stretch: 80% and 70%.
2. Distribution Line: all headquarters: based on individual department achievement. % of DTOR's that have accurate en route and onsite times: % of DTORS that have enroute times greater than 1 minute and onsite times greater than 5 minutes (Le. PL Ts enter time at beginning of "en route" and "on site" versus at the end of either which then generates the very short travel and on-site times).
Threshold: 70%; target: 80%; stretch: 90%.
3. Distribution Line: individual HQ measure: ISS scheduling scorecard: meet percentages established for increasing levels of accuracy in the green category for the YTD measure at end of year.
Threshold: 11 to 15%; target: 6 to 10% stretch: 0 to 5%.
4. Distribution Line: all headquarters, based on provincial achievement. High Risk MVA reduction (ie not vandalism) at tarqet rate for FO.
F11 IBEW Gainsharing Calculation Scenario
089
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 89 of 115
. Department Results:
• Goal Achieved = 1.33%
Corporate Results:
Measure Performance Rating Weighting Contribution Gainshare Level to Multiplier Value
Financial Goal 1.0 50% 0.50 1.0% Customer Goal + 1.16 25% 0.29 0.58% Satisfaction Safety Goal 1.0 25% · 0.25 0.50%
TOTAL 1.04 2.08%
Gainsharing Calculation:
Total F11 Earnings (including regular pay and temporary promotion pay) x 3.41% (Department Results + Corporate Results).
Please note that the F11 earnings are currently being calculated by the pay department, so the award amount is not yet finalized.
Payment of Award: • Payment will be processed on the June 10, 2011 pay date.
F11 IBEW Gainsharing Calculation Scenario 2
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F10 M&P Variable Pay Calculation Scenario
Profile:
• Senior Engineer - Generation • Role Level - P3 • Salary grade - 44 • Target variable pay percentage -10% • Annual base salary - $100,176
Personal Service Plans (PSP) Objectives:
Service Delivery
Proactively conducts independent, formal needs assessment and analysis for clients/ stakeholders, providing recommendations as well as contracting for needs. Expected by clients to anticipate and influence needs; may create needs.
Responds to diverse and/ or complex internal! external client! stakeholder queries. Takes responsibility for ensuring client satisfaction by working with the clients/ stakeholders to adapt products/ services to exceed expectations. Monitors levels of client! stakeholder satisfaction and responds to continuously improve satisfaction levels.
Acts as a project manager for low risk, medium impact, medium complexity projects OR as a task manager for higher risk, higher impact, higher complexity projects. Has involvement in multiple projects.
Expected to be highly knowledgeable on standards, policies, practices and procedures. Contributes and provides input into the writing and development of standards as well as enforces and models standards.
Goal
- Ensure assigned product specifications are up to date with current technology and national standards. Ensure approved speCifications and approved product listings are current and aligned with tender schedules. Develop new specifications as required. - Evaluate tenders within the time frame agreed to with MMBU (usually within 4 weeks of receipt). - Develop, maintain and support BC Hydro distribution construction standards on assigned areas of responsibility. Create new, and/or adapt existing construction standards to ensure safety, reliability, and lowest total life-cycle costs. - Take initiative to solicit new products from manufacturers to diversify approved product listings. Conduct initial product review and respond to suppliers with concerns within 4 weeks of initial submissions. Complete final review within four weeks of receiving all manufacturer's data nad samples. - Conduct pilots of new products and technologies. Ensure pilot project is effectively managed and a formal review is conducted at the pilot's conclusion. Develop business cases for new products and technologies. - Act as primary contact to stakeholders for assigned products,
Fi0 M&P Variable Pay Calculation Scenario
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standards and specifications. Respond to stakeholder questions within a reasonable time frame (acknowledge question within 4 working days of receipt).
Planning
Assesses complex short- to mid-term financial and operational plans by conducting impact analysis, information integration, and data synthesis. Links financial information to operations through higher level planning.
Regularly recommends function! business unit strategy; may provide input into Line of Business and! or cross Lines of Business strategy.
Coordinates resources (financial, technical, people) and evaluates! adapts existing schedules, project timelines and budgets to support business outcomes and achieve business results. May manage resources.
Goal
- Demonstrate technical due diligence, accuracy, completeness, and good organization skills in completion of specifications, tender analysis, product approvals, pilots, and standards development.
- Plan self-managed work effectively to provide timely delivery of commitments.
- Support completion of larger projects by following realistic, established schedules for tasks under assigned areas of responsibility.
- Apply formal project management skills on high risk projects and projects of strategic importance.
- Oversee specific Powertech projects and failure analyses to deliver work on time and budget.
Relationship Management
Proactively initiates, builds, maintains and manages ongoing internal and external working relationships. Strongly influences and may negotiate with clients consultatively on medium impact and low risk situations.
Establishes, maintains and may encourage the development of peer relationships and may champion a teamwork environment as a team leader.
Goal
- Understand BCH organizational structure and accountabilities to establish effective relationships and make effective use of stakeholders' time and resources.
- Build and maintain strong working relationships with subordinates,
F10 M&P Variable Pay Calculation Scenario 2
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 92 of 115
peers, managers and suppliers based on mutual respect and demonstrated ability.
- Meet regularly with CP, FS, DE, MMBU, EQA, SAM, Work Methods, Safety. Clearly understand stakeholders' needs and objectives through open and honest communication.
- Work with MMBU to minimize stock-outs and maximize alternatives for supply of key materials.
- Attend district offices and construction sites regularly to better understand and support field work and feedback on equipment/product performance. Communicate Standards' goals, work plans, and issues being addressed to the field.
- Develop and maintain relationships with Standards specialists from other utilities.
Business Solutions
Exercises independent judgment in analysis and problem solving on highly complex and medium scope problems, within identified guidelines, procedures and standards. Provides suggestions for solutions that fall outside of established parameters. Challenges guidelines when necessary.
Conducts research on industry "best practices" and conducts market scans in resolving issues and suggesting solutions.
Regularly required to use creativity in designing and recommending modifications to work processes, projects, policy developments and! or client issues. Exercises and encourages creativity! innovation impacting across function! business unit.
Estimates, makes recommendations and may approves expenditures within function! business unit budget. May be held accountable for financial costs.
Makes medium impact, medium risk operational decisions (processes, standards, procedures) in area of expertise within the context of stated guidelines; challenges operational guidelines when necessary. May impact broader operational decisions.
Provides input into strategic decisions within function! business unit; may provide input into broader organizational strategy based on experience and professional skill set.
Goal
- Stay abreast of current industry standards and technological advancements in assigned areas of responsibility.
- Collaborate with Risk Management, Maintenance, Planning, R&D, MMBU, Work Methods, and Environment & Sustainability for alignment with corporate goals and initiatives in standards development and product selection. Provide Standards input to initiatives (planning, R&D, life cycle assessment, SMI, Smart Grid, Strategic Sourcing, Safety by
F10 M&P Variable Pay Calculation Scenario 3
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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Design).
- Apply life cycle analysis methodology to standards development and product selection.
- Incorporate Safety by Design and FMEA analyses to product approval and selection, and standards development.
- Exercise innovation to propose creative modifications to work processes, guidelines, procedures or standards where possible.
Leadership
Leads medium sized programs! projects within a function of the business. May provide input into broader business unit leadership.
Provides technical leadership to a function! business unit and may provide technical leadership corporate-wide in a limited capacity. Acts as a technical leader! expert for a specific set of professional skills within ..
function. Provides technical leadership and! or advice to external clients and stakeholders.
Provides regular and significant coaching! mentoring and acts as a role model to more junior employees within function! business unit and occasionally across functions! units in area of professional expertise. Engages in self-development through personal leadership.
Goal
- When applicable, outline and oversee work of subordinates Uunior engineer, technologist, EIT or Co-op).
- Carry out knowledge transfer from assigned consulting specialist and document key learnings.
- Provide knowledge transfer to others within department and BC Hydro. Document learnings from external conferences, courses, or committee meetings.
- Represent BC Hydro interests on CEA, CSA, IEEE or other committees as assigned
- Drive a safety culture in Standards which includes Safety by Design
Objectives
Objective 1 YearEnd
Team Scorecard: Team members will work Weight Achievement Factor collectively and collaboratively to support each other 35% 1.5 in achieving the performance targets on their scorecard. Self Comments
Achievement Range 0 Manager Comments Not Applicable Standards achieved 15 of 19 items on our
F10 M&P Variable Pay Calculation Scenario 4
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Achievement Range 1 Successful completion of over 60% of the targets on the Scorecard plus manager assessment of the quality of my contribution towards achieving our team objective
Achievement Range 1.5 Successful completion of over 75% of the targets on the Scorecard ·plus manager assessment of the quality of my contribution towards achieving our team objective
Achievement Range 2 Successful completion of 90% or more of the targets on the Scorecard plus manager assessment of the quality of my contribution towards achieving our team objective
Objective 2
Personal Objective 1 - New H-Frame Project U/G Concrete Vault Design and Installation suitable for new load rating:
a. 1500KVA XFMR vault b. 4&5-Way VISTA vaults c. 1232 Box for 3x5-Way J-Bars d. 632 and 832 Boxes.
Achievement Range 0 Not Applicable
Achievement Range 1 All vaults designed, installed but modifications required before connection.
Achievement Range 1.5 All vaults designed, installed and connected, but requires further modification for acceptance by stakeholders.
Achievement Range 2 All vaults, designed, installed, connected and accepted by all stakeholders after field evaluation.
Objective 3
Personal Objective 2 - Cast Iron Manhole Lid and Frame Upgrade
a. Revise existing design and build prototype manhole lids for increased load rating to meet BC amendment of CHBDC S6-06 b. Revise existing design and build prototypes lids for improved security access - bolt down with BCH security bolts c. Revise existing design and build prototype lids for reduced noise and increased life expectancy of lid and frame d. Revise existing lid/frame design to meet
F10 M&P Variable Pay Calculation Scenario
Weight 25%
Weight 10%
scorecard. He contributed significantly on ES53 rollout, application guides, and on specification updates. He has worked to identify what needs to be done on the ES54 update.
Year End
Achievement Factor 1.5
Self Comments
Manager Comments Achieved level 1.5 with test installations of H Frame civil components.
Year End
Achievement Factor 1.0
Self Comments
Manager Comments Achieved level 1. Designs completed.
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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blast/explosion proofing requirements for reliable service
Achievement Range 0 Not Applicable
Achievement Range 1 Design completed, prototypes built and tested in the shop but no field testing completed because of unexpected design problems
Achievement Range 1.5 Design completed, prototypes tested, beta site installation completed, but unexpected problems need further development
Achievement Range 2 Design completed, prototypes tested, filed installations and evaluations completed and drawings revised. No change to BCH stock numbering system.
Objective 4 Year End
Leadership Objective - Resolve sole supplier issue Weight Achievement Factor for light weight lids and civil products in general 30% 1.0
Achievement Range 0 Self Comments
Not Applicable
Achievement Range 1 Manager Comments
Rewrite specifications to allow for generic designs by Wow, what a difficult issue! Spec written for civil
other manufacturers acceptable for installation per RFP and working through the twists and turns
Work Methods. Contact various suppliers and work on the LWL.
with MMBU to implement the procedure - including new specifications and Civil Manual.
Achievement Range 1.5 Same as above, plus work out details and benefits of financial, social and environmental impact for diverse supply chain.
Achievement Range 2 Same as above, plus assist with issue of RFP, bid comparison, evaluation of supplier fabrication facility and set up acceptance procedure of alternate new products.
Personal Achievement Factor (PAF) Calculation:
Objective Weighting Performance Rating Calculation (scale from 0 - 2)
1 35% 1.5 0.525 2 25% 1.5 0.375 3 10% 1.0 0.10 4 30% 1.0 0.30
Personal Achievement Factor 1.30
F10 M&P Variable Pay Calculation Scenario 6
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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Corporate Multiplier Calculation:
Measure Performance Rating Weighting Contribution to Level Multiplier
Financial Maximum 1.5 50% 0.75 Customer Satisfaction Maximum 1.5 25% 0.375
Safety Maximum 1.5 25% 0.375 TOTAL 1.5
Variable Pay Award Calculation:
Variable Pay I BC Hydro
I Personal
I Timepro-I Base I Variable
Target Achievement Ration (if Pay Percentage Multiplier Factor applicable)
Salary Award
10%
I 1.5
I 1.3
I 1.0 1$100.1761 $19,5~4 .. · ..
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Payment of Award:
• Payment of $19,534 was processed on the June 11, 2010 pay date.
F10 M&P Variable Pay Calculation Scenario 7
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F11 M&P Variable Pay Calculation Scenario
Profile:
• Field Manager, Distribution Services, T&D • Role Level- M1 • Salary grade -'44 • Target variable pay percentage -10% • Annual base salary - $105,432
Year Specific Objectives (YSO):
Objective 1
Actions: OELTScorecard - improve performance in safety, reliability and budget efficiency to meet F11 plans.
-,
Target Outcome: Safety: Job Planning implementation 8% additional new barriers Maintain F10 safety statistics of AIF 2.1, Severity 3.0 "
Reliability: CAIDI = 2.15 SAlOl = 1.22 CEMI~4= 8.00 Efficiency: 3%effi6iency to meet F11hudget
To be completed by: By March 31,2011 -,
Objective 2
Actions: Reduction of overtime in each HQ in the OK Area
Target Outcome: Reduce non trouble overtime by 5% in each HQ from the FOg year end levels
To be completed by: March 31, 2011
Objective 3
Actions: Improve our work scheduling in each HQ
Target Outcome: Improve our ISS work scheduling to the level that is requested by the ISS scheduling group
To be completed by: March 31, 2011
Objective 4
Actions: Reduce our budget expenditures in each HQ
Target Outcome: Reduce our non operating budget spend by 3% in each HQ, net of the trouble budget spend
To be completed by: March 31, 2011
Objective 5
Actions: Personal Leadership Objective (safety, conservation, team, etc.)
Target Outcome: Make personal commitment to show visible leadership by completing the following items: a} Demonstrate that tailboards are measured, reviewed with feedback given to staff b}
F11 M&P Variable Pay Calculation Scenario
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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Completing rotations at the M2 level as opportunities are presented, at least one month relief or alternatively major committee or project assignments
To be completed by: March 31, 2011
Base Job Accountabilities:
Service Delivery Year End
Safety Manager Rating - Implements & monitors, safety programs - conducts workplace (inc buildings) audits Fully Performing and site/ field safety inspections (safe work observation); vehicle, tool and equipment inspections; ensures training is scheduled and delivered; reviews work practices - all to ensure work is executed to safety standards/procedures and a safe work environment is maintained - Recognizes safe performance - provide positive reinforcement of safe behaviours, intervenes as appropriate to correct unsafe work practices or unsafe conditions - deals appropriately with poor performance. - Conducts Incident and accident investigations - generates IMS reporting - develops Corrective Action Plans (CAPs) and implements in a timely manner
Environment - Implements & monitors, the EMS program - conducts workplace audits and site/ field inspections, reviews work practices. - Ensures implementation of environmental training schedule. ~ Investigates environmental incidents - generates EIRs and implements corrective action
Work Delivery/Process - Manages execution of the work plan, schedules/ assigns work, monitors progress including work completion and actual to estimates performance. - Manages scope, schedule and cost of projects - Manages contracts for services and purchases goods - Manages vehicles - to optimize utilization - Facilitates materials management. - Manages Emergency preparedness action plans.
Finance - Manages budgets (operating costs/recoveries, actuals to estimates, explains variances, and ensures accruals, forecasts (and reforecasts) year end expenditures. - Manages labour utilization and overtime - Reviews and approves, timesheets, T&L, expenses, invoices, vehicle tax benefit documentation
Other - Provides input to building management (and for Transmission mgrs, facilities management of BCTC/stations buildings)
Planning
Safety Manager Rating - Develops the annual safety plan and responsible to ensure it takes account High Achiever of/includes: - Hazard identification and risk assessments for all facilities and work activities. - Identifying training requirements and program for re-training - Reviewing stats and incidents for trends to identify preventative measures
F11 M&P Variable Pay Calculation Scenario 2
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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- Employee input - Ensures work is properly planned and executed within safety standards, procedures & using appropriate risk controls/barriers. - Ensures that employees are qualified and authorized for the work assigned.
Environment - Either leads or participates in planning for, and development of, environmental audits. - Plans Environmental program.
Work Delivery/Process - Ensures day to day, and long-term operational functions are effective and safe to meet established actual work plan/work to estimates by fiscal end. - Optimizes resource utilization by undertaking pre-jobs and ensuring that appropriate staffing (capable, qualified, authorized), tools, and equipment are available. - Plans work schedules and oversees work allocation (eg to crews, Alliance, contractors - LWC, or unit price). - Ensures job specific plans have been developed and implemented (eg: tailboards, pre-job conferences, controls/barriers). - Provides input to those planning system improvements. - Undertakes project planning, coordinates large projects - including materials, staffing and other resource reqts. - Participates in the development and maintenance of emergency response plans (eg storm response, flood planning). - Ensures office emergency evacuation plan in place.
Finance - Provides input into fiscal forecasts & budgets including recommending staffing levels -plans for additions, early filling, mix of internal/external and replacement/additions to tool/equipment/vehicle inventories. - Prepares job cost estimates (KBU specific) - Initiates business cases: EARS for tools, vehicles, etc.
Relationship Management
Customer Manager Rating - Builds and sustains critical stakeholder relationships by meeting with internal and/or HighAchiever external clients on a regular basis. - Ensures staff understand the importance of meeting client/customer needs, creating and maintaining positive and respectful relationships. - Maintains high levels of information to customer during outages via Community Relations or other designated channels (or directly for BCrC or internal customers).
Business Solutions
Process Manager Rating - Proactively identifies, cultivates and implements continuous improvement - looks for High Achiever opportunities to innovate and to incorporate continuous improvement into work processes and practices (inc safety and environmental). Initiates business cases to support (identifies business impacts, productivity improvements, costs, raises EARs etc). - Leads or participates in project teams to provide expertise and innovative thinking in the development of existing and implementation of new systems and processes.
Leadership
Safety Manager Rating - Leads the safety culture -communicates BC Hydro's/FO's and manager's safety Exceptional
F11 M&P Variable Pay Calculation Scenario 3
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 100 of 115
priorities daily with staff - Maintains a safe and healthy workplace, models safe work recognition and intervention behaviour - Attends safety training (including all mandatory crew safety training). - Leads (or ensures) safety meetings are planned and conducted effectively and that matters arising are pursued to resolution in a timely manner, ensures effective employee involvement.
Environment . - Demonstrates social triple bottom line behaviour by championing energy conservation and/or environmental projects or initiatives within employee groups.
Work Delivery/Process - Strives to create effective and engaged teams - meetings, communications, performance updates (KPls). - Maintains a high level of crew time and meets targets for crew visits/observations (see Supplement to Accountabilities - Crew Time Expectations). - Spends time with employees ensuring efficient and safe work while mentoring, coaching, developing & recognizing individuals. Focuses on those needing more attention (inexperienced, conduct/capability or those involved in challenging work). - Addresses issues that hinder employee productivity while seeking new and better ways of getting work done. - Sets clear performance expectations, hold individuals accountable and provides constructive feedback. Undertakes associated documentation COPE/IBEW POPs, M&P OPPRA, apprentice evaluations. Takes corrective action when required, eg discipline. - Identifies and develops talent, mentors new employees, ensures staff development, builds peer competencies. - Acquires employee resources by initiating requisition process; conducts selection/M&Wassessment; recommends candidates for selection. -Orients new employees - Manages employee absences - uses ACCLAIM, WCB & sickness management processes, RTW - Applies the provisions of collective agreements fairly and consistently. handles employee disputes expeditiously
Personal Achievement Factor WAF) Calculation:
Year-End Rating PAF Range Manager's Final
PAF Rating
High Achiever 1.20 -1.60 1.30
Corporate Multiplier Calculation:
Measure Performance Rating Weighting Level
Financial Goal 1.0 50% Customer Satisfaction Goal + 1.16 25%
Safety Goal 1.0 25% TOTAL
F11 M&P Variable Pay Calculation Scenario 4
Year-End Rating
High Achiever
Contribution to Multiplier
0.50 0.29 0.25 1.04
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 101 of 115
Variable Pay Award Calculation:
Payment of Award:
• Payment of $14,254will be processed on the June 10, 2011 pay date.
F11 M&P Variable Pay Calculation Scenario 5
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 102 of 115
F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating
Profile:
• Senior Engineer - Generation • Role Level - P3 • Salary grade - 44 • Target variable pay percentage -10% • Annual base salary - $94,500
Year Specific Objectives (YSO):
Objective 1
Actions: Support team in achieving the performance targets on the Civil Team Scorecard
Target Outcome: Completion of all the targets on the scorecard
To be completed by: March 31, 2011
Objective 2
Actions: Increase accuracy and efficiency in civil!structural design, assessments and construction in preparation of the RFS and the Work Package assignment sheet.
Target Outcome: Reduce costs and increase quality for all RFSlWorking Package assignment sheets.
To be completed by: March 31,2011
Objective 3
Actions: Create a work environment that allows people to bring their best to work. Examples of demonstrated leadership can be customized to fit role in the following areas: Demonstrates values of Safety, Integrity, Teamwork, Accountability, Service' Collaboration and Engaging others (change management) • Coaching!Mentoring • Provides Technical Leadership· Ability to manage and deliver on commitments· Good feedback from clients on service provided
Target Outcome: Positive feedback from clients, and team members.
To be completed by: March 31, 2010
Base Job Accountabilities:
Service Delivery YearEnd
Proactively conducts independent, formal needs assessment and analysis for clients! Manager Rating stakeholders, providing recommendations as well as contracting for needs. Expected by Fully Performing clients to anticipate and influence needs; may create needs. Responds to diverse and! or complex internal! external client! stakeholder queries. Takes responsibility for ensuring client satisfaction by working with the clients! stakeholders to adapt products! services to exceed expectations. Monitors levels of client! stakeholder satisfaction and responds to continuously improve satisfaction levels. Acts as a project manager for low risk, medium impact, and medium complexity projects
F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 103 of 115
OR as a task manager for higher risk, higher impact, and higher complexity projects. Has involvement in multiple projects. Expected to be highly knowledgeable on standards, policies, practices and procedures. Contributes and provides input into the writing and development of standards as well as enforces and models standards.
Planning
Assesses complex short- to mid-term financial and operational plans by conducting impact analysis, information integration, and data synthesis. Links financial information to operations through higher level planning. Regularly recommends function! business unit strategy; may provide input into Line of Business and! or cross Lines of Business strategy. Coordinates resources (financial, technical, people) and evaluates! adapts existing schedules, project timelines and budgets to support business outcomes and achieve business results. May manage resources.
Relationship Management
Proactively initiates builds, maintains and manages ongoing internal and external working relationships. Strongly influences and may negotiate with clients consultatively on medium impact and low risk situations. Establishes, maintains and may encourage the development of peer relationships and may champion a teamwork environment as a team leader.
Business Solutions
Exercises independent judgment in analysis and problem solving on highly complex and medium scope problems, within identified guidelines, procedures and standards. Provides suggestions for solutions that fall outside of established parameters. Challenges guidelines when necessary. Conducts research on industry "best practices" and conducts market scans in resolving issues and suggesting solutions. Regularly required to use creativity in designing and recommending modifications to work processes; projects, policy developments and! or client issues. Exercises and encourages creativity! innovation impacting across function! business unit. Estimates, makes recommendations and may approve expenditures within function! business unit budget. May be held accountable for financial costs. Makes medium impact, medium risk operational decisions (processes, standards, procedures) in area of expertise within the context of stated guidelines; challenges operational guidelines when necessary. May impact broader operational decisions. Provides input into strategic decisions within function! business unit; may provide input into broader organizational strategy based on experience and professional skill set.
Leadership
Leads medium sized programs! projects within a function of the business. May provide input into broader business unit leadership. Provides technical leadership to a function! business unit and may provide technical leadership corporate-wide in a limited capacity. Acts as a technical leader! expert for a specific set of professional skills within function. Provides technical leadership and! or advice to external clients and stakeholders.
F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating
Manager Rating
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Manager Rating
Needs Improvement
Manager Rating
Fully Performing
Manager Rating
Needs Improvement
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 104 of 115
Provides regular and significant coaching! mentoring and acts as a role model to more junior employees within function! business unit and occasionally across functions! units in area of professional expertise. Engages in self-development through personal leadership.
Year-End Rating
Needs Improvement
F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating 3
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 105 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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Personal Achievement Factor WAF) Calculation:
Year-End Rating
Needs Improvement o
Corporate Multiplier Calculation:
Measure Performance Rating Weighting Contribution to Level Multiplier
F Inancla G oa 1 0 50% 0 050 Customer Satisfaction Goal + 1.16 25% 0.29
Safety Goal 1.0 25% 0.25 TOTAL 1.04
Variable Pay Award Calculation:
Variable Pay I BC Hydro I Personal I Time Pro- I Base I Target Achievement Ration (if Percentage Multiplier
Factor applicable) Salary
10% I 1.04 I 0 I 1.0 I $94,500 I Payment of Award:
• Employee is not eligible for a variable pay award based on the Needs Improvement performance rating.
F11 M&P Variable Pay Calculation Scenario - Needs Improvement Rating
Variable Pay
Award
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 107 of 115
Page 1 of 1
Return to Web Version
P1 Job Titles/Codes ·
P1 position$It." are placed In salarY grade 42 and have a 8% variable pay target.
JOB CODE JOB TITLE
MCC1AD Applications Engineer 1
MBC 1AK . Asset Risk & Business Improvement Analyst
MBC1AE Articled Student
MEC1M ·Audit Trainee
rCC1M
EfT 1 ·€l·'l.::; t MCC1AB EIT2
MCC1AC Engineer 1
MCC1AF ~Fresource -Pran~rng Engineer 1
6 MFC1AB Engineer 1, Safety
MBC1AD FOI Coordinator
MFC1M HRAnalyst
MBC1AF Load Forecast Analyst
MHC1M Operation Services Analyst
MBC1M Resource Planning Analyst
MBC1AI Security Analyst
MBC1AG WorkSafe Glaims Management Analyst
MJC1AC Assistant to CEO, Powerex .
BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 108 of 115
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
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Financial Services S12 511
i S11
T&D Finance May 2011
Finance Director VickiTse
Miehael Wynne (Acting) 541 S47
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 111 of 115
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Laura Rasmussen (AI
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nvestment Manager
Barry Eccleton Matenal Distribution Operations Ml!nager
Stephen Winkelmann
Project Materials Manager
Philippa Smith ransDmtation
Eric Ekholm MDC Manager
Donna McMinn (AI Manager of MMBU
Murray Crampton
Lower Mainland
Ron Wiebe Senior Regional
Operations Manager
Manfred Cienciala
Vancouver Island
Barbara Bolenback
Finance Manager
Scott Dobie
North Interior
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BC Hydro Amended F12-F14 RRA COPE 378 NEW IR 1.64.4 Attachment 1
Page 115 of 115