Infinite EnergyOur people. Our stories.

Volume 1, Issue 2 — Spring 2018

One-on-One with Roger3

Looking after what we have

Respecting the past, sharing the future

6

10

14The who, what and why of theConservation Tree

And the hits keep coming...24

2

Spring is here Infinite EnergyThank you to all our readers for your incredible support and feedback on our first issue last

December. We were overwhelmed by our people’s spirit and we hope our second issue delivers!

In this issue, you’ll find a collection of stories that demonstrate the hands-on, day-to-day

teamwork that makes us FortisBC. So much of what we do can’t be done alone — we lean on each

others’ strong suits, support each other’s new ideas and have each other’s backs. These are the

stories we wanted to tell. We went out and connected with you to learn more about how you

embrace change, recognize challenges and look for ways to put our customers’ needs first.

We caught up with Roger Dall’Antonia, who talked to us about his first few months as President

and CEO. He shared his goals, biggest surprises and even what his family had to say about his

appointment last December.

In The who, what and why of the conservation tree, we learn some of the inner workings of our

Conservation and Energy Management team — and how they enable our customers to make

conscious choices about their energy use.

Damage to natural gas lines can be a dangerous situation for our employees and customers. In

And the hits keep coming, we hear from employees about their most memorable calls to line hits.

These are just a few of the stories in issue two; there is much more inside. Thank you to all our

FortisBC teams and individuals who shared their projects and stories with us these past few

months. It is an honour to share your work with the broader FortisBC family.

- The Employee Communications team

P.S. Please continue to send us your feedback and ideas. Without you, our readers, we don’t

have stories to tell. You can reach us at communications@fortisbc.com.

Inside this issueOne-on-One with Roger ..................................3

Looking after what we have ..........................6

Respecting the past, sharing the future ... 10

The who, what and why of the Conservation Tree.......................................... 14

Safety matters because you matter .......... 19

Our innovation legacy .................................. 22

And the hits keep coming ........................... 24

Employee milestones & movement ........... 28

On the cover: Carrie Grant, Regional Engineer, Asset Management in Kamloops, shares her

insights on protecting indigenous culture on page 10.

3

One-on-One with Roger

Roger, this month marks three months since you

became our President and CEO. Has the job been

what you expected?

Absolutely, the job’s been what I expected and

more. The first three months have been both

challenging and busy. Seeing the sheer volume

of activity across the company has given me

a new appreciation for the complexity and

diversity of our work as well as the talent and

skill sets of our employees.

I’m also incredibly appreciative of all the support

I’ve received. Over the past few months, I’ve

received many emails from different employees

from various parts of the company. Receiving

such widespread encouragement gives me the

sense I’m incredibly supported.

2018 is moving quickly for us — it’s already Q2!

How are we doing with moving our business

priorities forward?

I think we’re off to a reasonable start. Recently,

we kicked off our strategic planning cycle, which

outlines where we are taking the company in the

next five years and beyond. This is our first step

in looking at our long-term strategy, which will

help define our business priorities each year.

To develop the plan, many of our senior leaders

are collaborating to create a vision for the

future of our company based on our collective

capabilities, coupled with the challenges we face

as an energy provider in our province. Based on

our initial review, I think we are in a really good

spot to succeed today and in the years to come.

Q Q

A A

Born in Vancouver and raised in

Penticton, Roger joined the FortisBC

family back in 2004 as Assistant

Treasurer. After leadership positions

in various areas of the business, he

was appointed President and CEO last

December. We caught up with him on a

Friday morning in March and discussed

his experience transitioning into his new

role, his passion for connecting with

employees and his vision for the company.

3

4

Last year, we saw fewer of our employees go

home injured as the result of a workplace safety

incident. How do we keep the momentum going?

We achieved incredible success last year with

long stretches where not one of us was hurt on

the job. But this year, we’re off to a challenging

start with several employees missing work due

to workplace incidents.

This fluctuation reinforces that our safety

journey is continuous and non-linear.

Sometimes, you take a few steps forward and

a few steps back. I believe the key to success

is never to get discouraged by negative

performance results and to use our learnings as

motivation to continue to bring focus to safety.

In addition to asking whether we can achieve

zero workplace safety incidents as a company,

we need to continue to ask ourselves if each of

us can go home safe at the end of every day.

When we personalize the question, we have the

opportunity to commit ourselves to prioritize

safety in everything that we do.

You’ve made some changes to the Executive

Leadership Team. What are some areas of focus

for the remainder of the year?

Coming into this role, I had the opportunity to

look at how the executive team can best support

our strategic vision, which has a broad focus

on responding to the changing needs of our

customers, strengthening our safety culture, and

pursuing growth opportunities.

In February, I appointed Dawn Mehrer as Vice

President of Customer Service and Information

Systems and Mike Leclair to the newly created

position of Vice President of Major Projects.

They both bring leadership and experience and

will be great additions to our executive team.

I made the decision to group Information

Systems and Customer Service together due to

the natural synergy between the two groups.

Customer engagement is a key focus and

technology will be an important tool for us to

address changing customer expectations. In her

new role, Dawn will oversee two strong business

groups and explore different ways we can

continue to meet our customers’ expectations.

I also added a new executive role to better

support our Major Projects. All of the Fortis Inc.

group of companies have a growth mandate,

and FortisBC is currently undertaking several

infrastructure projects that help us expand our

business. Currently, we have a number of Major

Projects on the go including the Lower Mainland

Intermediate Pressure System Upgrade (LMIPSU),

Corra Lin, Upper Bonnington (UBO), Tilbury 1A

and Eagle Mountain — Woodfibre Gas Pipeline

Project (EGP). Mike will bring focus to Major

Project implementations, LNG operations and the

construction of RNG and renewable opportunities.

Along with these new appointments, I also

realigned responsibilities of the executive team to

build some momentum around key areas. We are

all excited and energized and looking forward to

working with our new teams.

Q Q

A A

I'm incredibly appreciative of all the support I've received

“ “

5

Q

A

We know that connecting with our employees

remains a focus for you this year. What are

you most looking forward to during your visits

and why?

In the last number of years, the executive team

has made it a focus to get out across the province

and meet our employees, both in the office

setting and also in our operational environment.

We are so fortunate to have such a committed

and engaged group of employees. I’m always

impressed by the questions that come up in my

visits and by our folks’ willingness to share their

feedback and ideas.

It’s important for the executives to get out and

connect with our employees face-to-face and

we will continue to meet employees in their

working environment.

One last question. How has your family adjusted

to your new position?

I have to say that not much has changed on the

home front. My family, particularly my parents,

are very proud and happy for my success. With

my kids, it was a passing congrats, and then

it was back to business as usual, that of being

chief chauffeur. But, all jokes aside, I’m humbled

by all the support at work and at home.

QA

5

Roger, with Jason Wolfe, Director of Energy Solutions, at

the Olympic Cauldron lighting ceremony in Vancouver.

6

Looking after what

we haveIf you own a home, you have to maintain it, or

it eventually falls apart. So you keep your eyes

open for problems, and re-stain the deck, replace

weatherstripping, even re-shingle when needed, so

your home — and your investment — will be safe.

At FortisBC, looking after our physical assets —

pipelines, power lines, generation plants — is called

integrity management. Maintaining their integrity

not only protects our investment, it ensures safe

operation of the system for both employees and

customers, as well as the general public.

That’s why we’ve developed programs to keep our

assets in top operating condition.

6

7

Traveling inside the pipes “One of the Gas integrity management activities we

use is inline inspection,” says Bryan Balmer, Manager,

System Integrity Programs. In-line inspection technology

measures various conditions by sending a monitoring

tool through a pipeline, a process also known as pigging

because of the squealing noise that early tools made

when traveling through the pipe.

The pig’s sensors measure such things as changes in the

magnetic field to calculate the thickness of the pipe wall.

Different pigs reveal different conditions, including gouges

or corrosion. When the data is analyzed, we know where to

send our crews, so they can dig down to check out damage

or take remedial action.

Sometimes remedial action involves pipe replacement, or it

can mean re-applying the corrosion-resistant coating that all

pipelines start out with. Very early signs of corrosion might

be the impetus to correct cathodic protection — the electrical

charge in pipes that deters corrosion.

Most pipeline walls are less than a centimeter thick.

“It’s amazing, the strength of steel,” Bryan says.

Although the actual pigs continue to get smaller, we

can only use them in approximately two-thirds of our

3,000 km of natural gas transmission pipelines; the rest

are too narrow or have bends that are too sharp for the

pigs to navigate.

For those, we conduct a number of industry-accepted

surveys above ground, and then overlay them to get a

more complete picture, says Jim Lindberg, Integrity/

Corrosion Control Analyst. Some of the surveys track

A/C and D/C voltage gradients, which may reveal coating

damage that might lead to or indicate corrosion.

While the most common repair is re-coating the pipe,

Jim adds, they sometimes weld on pressure containment

sleeves or install a ClockSpring — a composite repair

system that reinforces the pipe.

There’s no average lifespan for pipelines. “We do our best

to keep them in service as long as we can,” Jim says.

“There are a number of segments that were commissioned

in 1958 that are still safe for continued service.”

Not your average pipe brush!This vendor-owned, specialized mechanical cleaning

tool was developed and used in a specific pipeline

after debris in the line affected the intelligent

inspection tool’s sensor operation. 7

8

Walking the lines Our 7,200 km of transmission and distribution electrical

power lines need ongoing maintenance, too. Twice a

year, two employees will join a helicopter pilot to do an

aerial patrol of our transmission lines and harder-to-

access distribution lines.

“We do aerial patrols after winter subsides, so we

can see any problems that were a result of winter

conditions, and then again just before winter hits so we

can ensure the lines are in good shape before the bad

weather comes and our access is limited by the snow,”

says Shane Cartier, Network Operations Supervisor,

North Okanagan.

The spotters watch for anything that could affect the

integrity of the line, including “danger trees,” any trees

that are leaning over the lines or look close to falling on

them, burned poles as a result of ground fire or lightning

strikes, damage to the poles or the spar arms (cross

arms), and damage to insulators. Ground erosion and

landslides can also severely affect system reliability, and

need to be corrected immediately.

They take photos of any damage they find, and record

GPS coordinates and any other identifying information

such as structure numbers, so that crews know exactly

where to go to do the repairs.

Crews look for the same types of damage during the

annual drive-by line patrol, when they slowly drive

by every line that’s accessible by vehicle. For places

like the City of Kelowna, where lines are buried in

underground utility corridors, they check that above-

ground transformers and switch gear haven’t been

compromised. If it’s been noticeably moved on its

cement pads it might mean a snowplow has unknowingly

struck it, or a vehicle has backed into it.

Humans and vehicles cause damage to the system in

multiple ways. “The average distance is 80 metres from

power pole to pole,” Shane says, “and the pole is only 12

inches across, so how does a car not hit that 80-metre

opening?” Unfortunately, too often, they hit the pole.

Keeping an eye on the lines Shane Cartier, Network Operations Supervisor, North Okanagan,

is one of the people who inspect and maintain our 7,200 km of

transmission and distribution electrical power lines.8

9

Out with the oldEvery year, one-eighth of all substations and lines are

subject to a condition assessment. If crews see anything

that they don’t think will make it through the eight-year

cycle, it gets added to the rehabilitation program.

“We go to every asset we have,” Shane adds. “We walk,

hike, whatever it takes.” When you see lines and poles

in utility corridors cut through trees up the side of a

mountain, you understand what he means.

Sometimes large upgrades are removed from the

rehabilitation program and treated as rebuild projects or

capital improvements, such as when it makes financial

sense to replace equipment rather than repair it. This

often occurs when equipment is determined to be at its

manufactured end-of-life.

Copper wire is a good example — it was installed 100 years

ago in the overhead system, but it becomes brittle and

hard to work with over time, so we did a rebuild to upgrade

to newer, steel-reinforced aluminum wire, Shane explains.

Underground cable is only good for approximately 25

years, according to manufacturer specifications. “To

prevent cable failures and unplanned outages, we’ll

implement a planned capital project to replace a whole

section of aged cable,” he says. “The planning group has

5, 10, 15, 20 and 25-year plans to make sure all the assets

are replaced when they should be.”

Replacing 86-year-old spillway gatesWe’re replacing the Corra Linn dam's original 1932

spillway gates, which are the first gates on the

Kootenay River to control the flows from 400-ft. deep

Kootenay Lake.

9

Protection at the sourceOur dams and generating stations on the

Kootenay River were originally built between

1897 and 1932. The 1897 structure is now gone,

and others have been replaced or upgraded.

We’ll start a four-year program this year to replace

the original 1932 spillway gates at the Corra Linn

dam. The gates control the release of flows from

Kootenay Lake into the Kootenay River, so their

safe operation is essential for protecting people,

habitat and infrastructure.

“From 1998 through to 2011 all but four of the

generation units were rebuilt; the remaining

four units are scheduled for completion

in 2021,” explains Steve Hope, Manager,

Generation Operations.

Employees inspect the dams monthly, and each

generation unit is shut down annually for a

mechanical and electrical inspection. In addition,

a major unit inspection every 80,000 hours of use

(approximately once a year) involves taking the rotor

out to clean and inspect it. Every 160,000 operating

hours, the complete unit is dismantled and inspected.

Preventative maintenance is ongoing within the

plants. Approximately 80 employees are involved

in maintaining our generation facilities.

So it sounds like the FortisBC assets are in good

shape, and we’re working hard to keep them

that way. All pigging jokes aside, the big bad

wolf isn’t going to be blowing our house down

any time soon.

1010

Respecting the past, sharing the future

Did you know, our gas and electric systems cross 150 traditional Indigenous territories?

This means that any work we do — relocation of gas lines, upgrades to power lines,

damage restoration or new construction — could potentially disturb archeological finds.

It’s our responsibility to protect the cultural history we share.

Like any project, many pieces and people are involved — collaboration is key. Before

work starts, the Planning, Project Management and Environment departments

identify known archeological and heritage sites and do their best to avoid

impacting them. If work must take place in a site, an archeologist is hired to assist

our operations groups in minimizing the impact. In some cases, the Community

Relations group engages with the local first nation and their archeological team so

we can work together to maintain the cultural integrity while getting the work done

safely and efficiently.

11

Finding alternativesIn 2014, a rock slide in Keremeos closed Highway 3 and

took out a section of our electric distribution line. While

planning repairs, we learned that we were in a registered

archeology site. Reaching out to the Lower Similkameen

Indian Band, we found out we were in fact in an ancestral

burial ground.

Our Operations team met on site with the band’s Natural

Resource department to gain a better understanding

of the significance of the area, and participated in an

offering to respect both the burial area and the ancestral

remains. By engaging with the band and taking the

time to ask questions, we found an alternate solution

where we didn’t have to reconnect the lines within the

burial grounds. This is just one example of how we were

respectful of the archeological site while still meeting our

customer needs.

Thinking aheadCarrie Grant, Regional Engineer, Asset Management, in

Kamloops, had a similar experience last year, where a

project was located in an archeological site. Following

significant flooding just outside of Cache Creek, two natural

gas transmission pipeline exposures needed emergency

repair. Because it was an emergency and time was of the

essence, the need for an archeological permit was waived.

But because this is a recognized historical travel route,

Carrie and her team took the time to call the Bonaparte

Indian Band and request an archeological monitor be

present during the work to assess the presence or absence

of archeological material. Turns out, Carrie’s judgement was

spot on, as a significant number of artifacts were found.

“It is so fascinating to be on site and learn firsthand that

something I thought was just a rock was actually a tool

used for cooking — a real piece of history,” said Carrie.

Throughout the work, approximately 10 archeological

monitors, from both Skeetchestn and Bonaparte bands, joined

the crew and provided insight into what was being found, how

to go about excavation, and how to manage the findings.

“There was a real understanding that we had to balance

the cultural concerns with the importance of making

the pipeline safe,” explained Carrie. “Taking the time

to reach out, ask questions and listen helped us all

work together in a mutually beneficial way. We left that

project all as friends, which will be hugely beneficial

next time we have to do work in the area.”

11

12

Preserving culture In 2011, FortisBC crews discovered ancestral remains and

artifacts while doing routine excavation work in our Huth

Substation in Penticton. Archeologists assessed the site

and determined that the substation is situated upon a

significant village site of the Syilx (Okanagan) people.

FortisBC donated a corner of the substation to the

Penticton Indian Band (PIB) for reburial of the ancestral

remains and then worked with their Natural Resources

department to ensure the soil containing artifacts was

properly returned to the band. Since then, we’ve moved 40

truckloads of soil to PIB land from the station.

Teaching the communityPIB took the soil and created an archaeological educational

program for students so that field screening can be done

to ensure all artifacts are properly recovered, catalogued

and preserved. With so much soil to sift through, PIB

hosts school field trips and community-based screening

and education programs. These help to engage and educate

PIB community members on archeological inventory

methodologies and provide opportunities to share stories

and learnings. They’re also an opportunity for the general

public to learn of the significant cultural heritage of the area.

With our help, they’ve discovered thousands of artifacts,

some of which are more than 4,600 years old.

In April 2017, Shelley Thomson, Community Relations

Manager, joined the PIB Natural Resources department

and a group of local high school students for an

afternoon and even found some small pieces of tool and

bone fragments.

“It all comes back to communication, engagement and

listening to what indigenous communities have to tell

us. They have information about the territory that we

don’t. Part of my role is making sure we are working

collaboratively on projects and to address any concerns

they may have,” explained Shelley.

Shelley Thomson, Community and Aboriginal Relations

Manager, spent the day sifting through soil that came

from our Huth Substation in Penticton.

13

Above: Carrie Grant, Regional Engineer, Asset Management

Below: Leslie Kristoff, Environmental Program Lead

Preparing our employeesLeslie Kristoff, Environmental Program Lead, is a major

part of the before, during and after of any archeological

find. The Environment team developed the archeological

process, receives GIS information about known sites from

the provincial government, and facilitates training courses

to teach employees how to identify archaeological

materials and the procedures for dealing with them.

For the Gas planning teams, we offer archeological

process training. This teaches the employees how to look

for known sites in the areas where they have a planned

project and how to avoid impacting sites by redesigning

the project if possible.

Our employees are well equipped for these partnerships

and experiences, thanks to archeological awareness

training. The training supports their awareness of

the types of cultural artifacts or sites that they might

encounter during work. The most important part of this

training is the Chance Find Standard; this standard is

in place if we discover an unanticipated archaeological

site or object. “Our field crews know that if they find

something that has the potential to be archeological in

nature, they must stop work and call the Environment

department for assistance,” said Leslie.

Although it’s not a legal requirement for us to train

employees like this, it supports our goal of building strong

relationships with Indigenous communities and respecting

the cultural heritage of those who came before us.

“FortisBC has been an energy provider in BC for a long

time and will continue to be for generations to come. Our

customers and future customers expect us to protect

their resources and heritage. I am proud to work for an

organization that puts so much focus on maintaining the

province’s cultural history,” said Leslie Kristoff.

13

14

Why do we do this?You may be wondering why an energy provider

encourages its customers to use less of what we deliver.

There are five reasons why we do this.

• Customers — Offering energy efficiency programs

increases customer satisfaction and helps ensure we

can meet their energy demands and expectations.

Ultimately, C&EM is in place to help our customers use

our products as efficiently as possible.

• Environment — Promoting the efficient use of

electricity, natural gas and piped propane aligns

with BC’s climate action goals and helps lower

environmental impacts.

• Government — Mandated through government

legislation, we offer programs which also help support

broader climate change initiatives.

• Shareholder — FortisBC earns a rate of return on the

money we invest in conservation programs — similar to

how we earn for infrastructure investment.

• Infrastructure — When customers use less energy as a

result of these programs, it lowers the need for us to

upgrade and build new infrastructure as frequently.

With roots that run deep across the company, a trunk filled

with support and knowledge, and branches that reach all of our

customers, the Conservation and Energy Management (C&EM)

team is dedicated to helping customers be more energy efficient.

Specifically, our C&EM team members:

Energy is everywhere, in everything. Sometimes we use it

without even knowing and often without thinking. Every

time you turn on lights as you walk through the house, leave

the heat on while you're away on vacation or run that half

empty load of laundry, you're missing opportunities to save

— for your wallet, the environment and the future.

There are steps you can take to lower energy consumption

— whether it be a small change or a large investment.

Educate British Columbians on what

energy is, how their usage impacts

consumption and how they can change

their behaviour to save money and be

more energy efficient.

The who, what and why of the Conservation Tree

14

Offer easy-to-make changes and financial

incentives to encourage choosing more

energy-efficient products and appliances.

15

Find out what rebates and programs you’re eligible for!FortisBC employees who are homeowners are also eligible

for these rebates:

• Install a high efficiency natural gas fireplace and get up

to $300.

• Replace your old appliances with ENERGY STAR®

models and get up to $250 per appliance.

• Upgrade to a high-efficiency heat pump water heater

and get up to $1,000.

• Building a new home?

• We also have a new-home construction program that

offers up to $2,000!

Check out which rebates you might qualify for at

fortisbc.com/rebates

Now what? It’s about more than just saving energy and money.

Taking steps towards energy efficiency offers improved

comforts. For example, investing in insulation and

draftproofing can make your home warmer and cozier. An

energy-efficient front-loading washing machine could reduce

wear and tear on clothing, compared to the older, top-loading

“agitator” machines.

For commercial and industrial customers, a conservation

project usually involves upgrading or replacing a system, such

as lighting, which offer benefits such as improved visibility,

productivity, reliability and reduced maintenance costs.

For FortisBC, the offering of C&EM programs attracts new

customers and retains existing customers.

Did you know? In the utility world, what our C&EM group does is call demand

side management or DSM.

16

“I love being part of a team that directly helps our customers make

changes that positively affect the environment. From an education and

communication perspective, we’ve recognized that each customer is different

and that means using different strategies to reach them, always keeping

things exciting.” Sarah Johnson, C&EM Program Manager, Conservation

Education and Outreach

“Living within a few kilometres of the hydroelectric dams operated by fellow

employees makes me appreciate the work it takes to produce and distribute

electric power. This motivates me to encourage industrial and commercial

customers to make energy-efficient choices.” Doug Lamminen, Technical

Advisor, C&EM

“I’m proud to help the adoption of new technology and build the FortisBC

brand as innovators and trusted advisors on energy efficiency. It’s pretty

exciting to seek out new technology that can help customers not only save

money but achieve non-energy benefits that help improve their quality of life,

such as comfort, ambiance, health, convenience and speed.” Mila Barbour,

Marketing Coordinator, C&EM

“It’s exciting to be in an area of the business where every day is different. There

are always new and innovative technologies being discovered to help customers

save on energy use. It’s also inspiring to work with and learn from such amazing

leaders.” Hayley Newmarch, Energy Efficiency Representative, C&EM

“After 25 years’ experience with FortisBC’s DSM group, I am still amazed to see

how the world of conservation continues to change and evolve. Bringing that

historical context and working alongside the bright new hires helps us offer the

best innovative options to update our residential and commercial customers’

homes and businesses. That being said, there’s never a dull moment in the

utility business or DSM world.” Keith Veerman, Manager, Customer Systems

and Operations, C&EM

”Working with our fantastic C&EM team to help customers use our products

as efficiently as possible is a great thing to get up for every day! What we do

in C&EM is good for customers, FortisBC and the province, and I’m very proud

to be a part of it.” Danielle Wensink, Director, C&EM

So, why do almost 40 of our employees choose to put 40-plus hours a week into conservation?

Watch our featured video to see just what we do and how

we support our customers. https://youtu.be/lJSBSAX_b2E

17

Commercial and industrial Designs, manages and communicates

rebate programs to help our commercial,

industrial and manufacturing customers

conserve energy.

Program performanceEnsures great customer experience,

including developing a more

efficient and user-friendly online

rebate application portal.

Innovative technologies

Identifies new technologies and

bridges information gaps through

studies and pilots, to verify

measured savings and understand

market barriers to adoption.

Conservation education and outreachEducates on energy efficiency and

encourages participation in rebate

programs through partnerships,

events and our school program,

Energy Leaders.

Residential Designs, manages and

communicates rebate programs

that help our residential

customers conserve energy.

Conservation assistance Creates programs accessible

to all, including those

considered income-qualified.

Portfolio and market strategy Supports and supplements

program development and delivery.

Includes work on regulatory,

research, marketing, and energy

management activities.

17

18

Stay tuned for an upcoming Tailgate Talks with Danielle Wensink in Q3.

The C&EM team is always out and about helping our

customers save energy.

18

19

Safety matters because YOU

matter

19

20

How did Target Zero come to life?The idea for Target Zero came to life in early 2015 when a

comparison of our safety performance among other Fortis

Inc. subsidiaries uncovered a significant opportunity for

us to create a safer workplace.

“We ranked right in the middle, which meant we had more

employees getting hurt on the job compared to many

others within the Fortis family, and that was not okay,”

said Jody Drope, Vice President of Human Resources,

Environment, Health and Safety.

After learning the secrets behind other utilities’ success, a

group of senior leaders presented the concept of Target Zero

to the Executive Leadership Team in the summer of 2015.

“We saw this as an opportunity to create a safer working

environment where all of us, regardless of what we do,

think of safety first,” said Doyle Sam, Executive Vice

President of Operations and Engineering. “Target Zero

was the perfect way to renew our commitment to safety,

put aside our differences, and work as one company

toward ensuring that each and every one of us goes home

safe at the end of the day.”

The recommendation was for Target Zero to roll out in

2017 to allow 18 months of preparation for a successful

roll out. “As an executive leadership team, we didn’t want

to wait another 18 months. None of us wanted to wait and

risk a serious injury or losing an employee. We couldn’t

reconcile that,” Jody said.

So, in January 2016, Target Zero was launched across

the company. Since then, it has evolved based on

business requirements and employees’ feedback from

across the company. “I recognize that at times our

approach may have felt top-down. But, we had to put

safety first and work toward creating an interdependent

safety culture. I’m looking forward to seeing more

engagement and participation from all levels of

employees this year,” Jody said.

What does an interdependent safety culture look like?We don’t want any safety incidents at all, but how do

we achieve that? The answer to this question lies in an

interdependent safety culture, where everyone works

as a truly integrated team. This means, in addition

to taking accountability for your own safety, each

individual personally takes responsibility for those

around them as well.

The good news is that many of our teams are already

working in an interdependent environment. “We always

watch out for each other. I make sure that you’re safe, and

you make sure that I’m safe. We stop each other when we

are not being safe. We call each other out for one simple

reason. We care about each other’s wellness and safety,”

said Richard Harders, Welder, Prince George.

Commitment to the safety of employees and the public has always been a defining value within FortisBC. Being in the

energy sector, our line of work demands the most stringent

safety culture to ensure that our employees keep safe on the job.

To build on this culture, Target Zero was launched two years ago to ensure that all of our 2,200 employees leave work each day without a work injury or incident. Why? When one of us gets injured, we impact not only ourselves but also our families, colleagues and even our customers. The Kelowna crew

The Cranbrook crew

20

21

Is zero achievable?Without a doubt, there are some

skeptics out there who don’t believe

we can achieve zero. But, what if we

changed the question?

“If you ask, is zero achievable all the

time? That’s a hard question to answer.

Going after zero should be broken down

into chunks. You need to go after it day by

day and hour by hour. Can I keep safe until

the afternoon? End of the day? End of the week?

That’s how you make it achievable,” said David Seaby,

Operations Manager, Interior South. “Zero is the only

goal that makes sense to me. If you set your goal at one

or 10, that simply means you are okay with getting injured

on the job. I can’t afford that because I have a young

family waiting for me at home every day. I want everyone

else to also go home to their family, friends and pets in

the same shape they got to work.”

Safety performance metrics also indicate that zero is,

indeed, achievable. Our All Frequency Injury Rate (AIFR)

dropped from 1.90 in 2016 to 1.30 in 2017. That means 12

fewer employees had an injury that resulted in medical

treatment or lost time at work. That also means these

employees were able to enjoy time with family and

friends injury-free.

Where do we go from here?Over the past two years, Target Zero has created more

engagement and conversation about safety.

“There is a lot more ownership and accountability for

safety,” said Shawn Conway, Regional Manager, Network

Services. “When we have a safety incident, the workforce

gets involved in the investigation and recommends

corrective actions. We are more committed to Job Hazard

Analysis and Safe Site Planning. If anything, we now

realize that the tools that are in place are not just extra

paperwork; they're there to keep us safe. Ultimately, the

whole team feels responsible for safety and empowered

to keep safe on the job.”

“We don’t take safety for granted. As a Customer Service

Technician, I often work alone. I take the time every morning

to find out what I’m getting myself into. I familiarize myself

with my environment first and assess how I can keep safe

before I start a job,” said Andrew Scott, Customer Service

Technician, Vancouver Island. “I’m empowered to make

alternative arrangements when my safety is at risk.”

This grassroots engagement will continue to flourish

in the months ahead. An integral part of our success is

knowing what’s working and what’s not working, and we

only know that if we have a conversation about safety

at all levels. The Safety Perception Survey continues to

be a great way for employees to share insights into our

strengths and weaknesses.

Another key to achieving zero is ensuring that everyone is

involved and responsible for strengthening our safety

culture. “This year, our goal is to keep everyone

thinking about safety. In Operations, regional

managers will be developing their own

business unit action plans. Outside of

Operations, many of our business

units’ safety action plans are

being developed by frontline

employees,” said Jody.

“When it comes to

safety, everyone is a

leader and part of the

conversation.”

The Kelowna crew

The Cranbrook crew

21

22

Innovation — it can be described as relevant,

modernizing, progressive, out of the box,

improving, smarter thinking — but what does it

mean to us at FortisBC?

In an age of changing customer expectations and

ever-evolving technology, our industry demands

a continual cycle of improvement, adaptation and

willingness to try innovative ideas.

This is why we’ve embarked on a new mission

to better serve our customers and operate our

business more effectively by using ideas generated

right from within our own walls and trucks.

And boy, have we! To date, we’ve had more than

200 employee-submitted innovation ideas from

across the company.

FOLLOWING THE IDEAS

Being innovative isn’t always about having the

most current technology. It can speak to a new

method, process or idea that drives transformation.

The ideas submitted so far have been divided into

categories, in order to understand how they can

best be managed and rolled out.

• Customer experience

Outward-focused ideas to improve customer

engagement and satisfaction.

• Operational excellence

Finding effective alternatives for running our

core utility business, to improve our day-to-

day activities.

• Safety

Opportunities to improve the safety of our field

and office employees, customers and the public.

• Market development

Creating new products and services in

response to customer demands.

OUR INNOVATIONLEGACY

22

John Guzzo, Crew Leader, Metro Region, uses his newly

designed portable steps to make accessing underground

lines easier and safer.

23

RECENT LEGENDS

Over the past year, many ideas are being developed and

implemented from all areas of the business.

You may have seen that the Willingdon Park Contact

Centre team came up with an innovative way to

streamline our customer interactions when it comes

to booking a meter exchange. By implementing a

system that offered an alert, our Customer Service

Representatives (CSRs) can address all our customers’

concerns with First Call Resolution and book a meter

exchange appointment all in one call, reducing the need

for customers having to repeatedly call us back.

Prior to the alert being activated, our CSRs could make up

to four outbound calls just to book one meter exchange

for one customer. After the alert was implemented, the

Contact Centre team noticed only 10 missed opportunities

for booking meter exchange appointments within the

month, instead of the average of 60 that were being

missed every 10 days prior to implementation.

As a frequent part of his work as Crew Leader in Burnaby,

John Guzzo noticed an inefficiency and safety hazard

when repairing and installing gas lines. In order to access

the lines, John and his crews had to dig and climb into

holes in the ground. Which, sometimes at four-plus feet,

is not an easy task. Bad weather can make it slippery, the

soil can be rocky, and John has seen some accidents and

injuries that were just part of getting to the job.

John put forward an innovative idea and, with the

encouragement of his supervisor, designed and

fabricated portable aluminum steps to make this work

easier and safer. The steps have now become a standard

part of the crew’s work and John is accepting orders —

get yours in!

JOIN THE LEGACY

You — our employees — live and breathe our business

and we know you’re already thinking of ways that will

help to set FortisBC above the rest. Let’s work together

and get them in the works. Your ideas, coupled with

technology, allow our business to explore new methods

and new markets.

Join our innovation legacy. The team is prepared

to support ideas ranging in all sizes. Send them to

innovation@fortisbc.com

We will continue to highlight ideas from across the

company — so stay tuned to see if yours is next!

Mark Warren, Director, Business Innovation and

Measurement, learns from Chris Leavy, Manager, Billing

Operations, and Antonio Bebic, Team Manager, about the

new alert system that is improving customer experience.

24

We’ve all heard or read the ads — Click or Call Before You

Dig! Most people have, but the message isn’t always top

of mind when they decide to install a new fence or put in

pilings to add on to their deck — until gas and dirt start

spewing out of the hole, that is.

The fact is, our gas pipelines were damaged 1,247 times in

2017. Even with 48,700 km of lines, that’s still a lot of hits.

But they’re not all caused by backyard builders.

“When you look at where damages are high, they’re all in

areas where construction activity is really high — the Lower

Mainland, up into the Okanagan,” explains Ian Turnbull,

Damage Prevention and Emergency Services Manager.

While the actual number of hits is up 162 from 2016, the

number of hits per year has fallen from more than 1,800 a

decade ago. Our ratio of damages per thousand calls to BC

One Call is down to 8.5 this year. (Our target was 8.6, so

we’ve done better than planned.)

The ratio gives us a way to look at the number of

hits in a larger context. If construction activity is up

significantly, chances are that the actual number of hits

will go up, too, even though our safety programs may

have reduced the percentage of hits compared to the

level of activity near our lines.

Similarly, when we have a record number of attachments,

as we did in 2017, it means we have that many more pipes

out there with the potential to be hit.

Meanwhile, we have more than 950 km of underground

electrical lines, most notably in Kelowna where the

City prefers infrastructure to be underground. The last

electrical line hit was in Kelowna in 2016.

Damage by the numbersContractors are responsible for about 50 per cent of the

gas line hits, Ian says. “That covers everyone from the

guy you hire from CraigsList to build your fence, to multi-

national construction companies.”

Homeowners cause 30 per cent and municipalities 12

per cent. The rest are caused by other utilities, vehicles

running into meters, and other random events.

Natural gas doesn’t freeze, so our lines don’t need to be

buried as deep as water and sewer lines do, leaving our

pipes more vulnerable to being hit.

We usually bury them between 0.3 and 0.45 metre (12

to 18 inches) beneath the surface on private property,

and between 0.6 and 1 metre (two to three feet) deep on

public property, Ian explains.

And the hits keep coming…

Working behind the scenes year-round to support April’s Safe Digging Month

25

Remembering close callsMost Operations field employees have

experienced close calls or potentially

disastrous hit lines. They describe flying

dirt and rocks, explosions that sound like

thunder, one of our pipes wrapped around

a 36-inch auger, even a highway surface

lifted two feet by leaking gas. A few of them

recount their most memorable calls here.

Dave McColm Operations Manager,

Vancouver Island

I attended a memorable call

several years ago where an

excavator severed a two-

inch polyethylene (PE) main

in a busy area in downtown

Nanaimo. It was close to some large commercial

businesses, a main intersection and the Island

Highway. There was serious potential for the

situation to escalate.

I recall many bystanders, media, municipal workers

and other utility stakeholders being there. Natural gas

blew for approximately an hour while we systematically

worked through our response with our dispatchers,

System Capacity Planning and our manager at the

time, Chris Hyland. As the Distribution Services Agent,

I worked closely with our CSTs, Construction crew and

emergency responders at the site.

We were able to bring the situation safely under

control with no injuries or property damage. To this

day, that experience reminds me of the importance

of knowing one’s role, staying calm, being open-

minded and confident, following protocol, relying on

our training, knowledge and experience, working as

a team, and having our systems and resources in

place. It’s invaluable!25

But as subsequent landowners change the landscaping, pipes

may end up only a few inches below the surface, he adds.

It costs us from $1.5 to $2 million a year to repair hit lines.

The total varies, depending on if we have an unusually

expensive hit that year. We recover 80 per cent of that

money in the year it’s billed, and another 10 per cent in

the next few years. The rest of the outstanding bills are

turned over to a collection agency.

What we’re doing about it We participate in BC Common Ground Alliance’s ground

disturbance seminars, aimed at contractors in areas

where higher damages are reported. “We look through

three years of records, and any contractors in that area

who’ve had hits get a special invitation to the workshop,”

Ian says with a smile.

We continue to advertise, with the emphasis now on clicking

as well as calling. Some of the advertising is proactive, Ian

explains. “If the forecast says the weekend will be sunny,

we advertise more because homeowners will be doing yard

work and gardening. In the fall, just before the steady rain

usually starts, we advertise to contractors because we know

they’re pushing to get as much done outside as they can

while the weather is still good.”

This year we’re blitzing one community, Abbotsford, with

damage prevention messages through outdoor advertising,

a community event, store visits and guerilla advertising

during April, Safe Digging Month. There will also be a

ground disturbance seminar offered in the Fraser Valley.

“It was a community with a high number of hits,” says

Michelle Petrusevich, Public Safety Manager, “and one

where we could easily measure any changes in the

number of hits as a result of our activities.”

26

Digging deeper into system damageLast year, we hired two former RCMP officers to be our

first system damage investigators/damage prevention

liaisons. Dave Albrecht covers the Interior from Vernon,

while Ron Field covers the lower part of the province from

the Surrey office.

They attend and investigate hit lines. We can’t fine repeat

offenders, but our investigators submit their reports to

WorkSafeBC and Technical Safety BC (formerly BC Safety

Authority), which may take further action if warranted.

“The crews know something is different when we come,”

Ron says. “We’re taking measurements and photographs,

collecting statements — they know there’s an investigation

involved. When we leave, they say, ‘Hope we never see

you again!’ and that’s how we want it, too.”

They also build awareness of the need to click or call BC

One Call before digging, sometimes through conversation,

other times simply through their presence. “I find out

where contractors with multiple hits are working, go to

their site and sit nearby in the truck and work on my

computer,” Ron says. “The yellow and black truck stands

out, and they know I’m there.”

Dave says he’s finding more hits at sites where they do

contact BC One Call, but don’t review the information

that’s provided. “It’s just something to check off on

their list,” he says. “I’m surprised at how people don’t

take gas line hits seriously. I try to impress on them how

dangerous it can be — inviting them to research gas line

hits on the internet.”

He encourages companies of all sizes to establish a set

process to follow on every job to make sure their site is safe.

Beyond the safety consideration, it’s to their benefit, too.

“I tell them, ‘you’re here to make money, and you’re not

doing it while you’re shut down for an investigation and

property is damaged.’”

Response has been generally positive, he says.

Brad St. George Customer Service Technician,

Metro It was an odour call in

Kitsilano. The caller said she’d

been smelling gas outside

for a few hours. I could

smell it in the air, but I spent

approximately half an hour looking for the source,

walking down lanes and between houses. About 14

houses away, as I approached the corner of what

appeared to be a vacant house, I could hear the

meter spinning rapidly.

It was a terrifying moment, knowing that the house

could be loaded with gas. I turned off the meter and

ran for my vehicle. I called the fire department and

started knocking on doors to warn the neighbours

that it was best to vacate their homes and head up

the street until it was safe. It turned out that the

hot water tank and furnace had been knocked over

by thieves trying to take copper piping. The power

was still on in the house, too. We were lucky to find it

when we did.

Guy Belair Customer Service Technician;

Instructor, Metro and Fraser

Valley Emergency Response

Preparedness

My first emergency was

really stressful — 3:30 p.m.

on a busy road, with two

municipalities involved. We had roads blocked

in all directions. Media and local politicians

were there; we had to talk to the police to get a

news team to move their helicopter out of the

potentially dangerous area. It was a long evening,

your adrenaline gets going — but you have to

monitor, report, repeat, so everyone knows what’s

happening. The most important thing is the

communication among us.

27

So many reasonsThe reasons to avoid hitting gas lines go far beyond

the dollar value, according to Chris Hyland, Senior

Manager, Operations.

“Those hits could place the public and our employees

in hazardous circumstances that could be avoided,” he

points out , as well as pulling fire department and police

personnel away from their work, which can also impact

public safety.

The inconvenience reaches beyond the site of the

damage. “When our employees have to go to a hit line,

they have to cancel their other calls, which customers

often took time off work to attend. We have to reschedule

all of our planned work.”

Home and building evacuations, traffic disruptions and

damaged or broken infrastructure are all inconvenient

and sometimes dangerous for customers and the general

public, he adds.

“And it all happens because people don’t follow simple rules.”

So whether you’re building a townhouse complex or

digging a new flower bed, your first step before the

excavator starts up or you pick up a shovel should be to

Click or Call BC One Call. Read the report they send you,

and keep yourself and the people around you safe!

Mike Stefanik Crew Leader, ARC Welder I,

Interior South

A number of years ago, a

fibre optic crew pulled a pipe

out of a fitting in a back alley

in Cranbrook, and buildings

were filling up with gas. We

evacuated people from the businesses and shut down

valves in the system to stop the gas. We had to shut

off more than 500 customers.

Another time, a contractor for the city hit a 4”

polyethylene main beside the highway near Fernie,

and we had to shut down the highway on the May

long weekend. Eventually the fire department got

a bypass around it so we could work on it without

delaying the traffic.

Rob Slavik Distribution Mechanic,

Interior North

We had to shut down a major

arterial road when a guy

hit a six-inch PE pipe with a

backhoe while he was taking

material from the ditch to

widen his driveway.

There was huge potential to lose gas to almost 1,500

customers downstream if we didn’t fix it quickly. We

decided to shut off one major customer, a nursery

with greenhouses, so we could put in a bypass

at the break and allow gas to keep flowing to the

downstream customers. Most of them were cabins

and seasonal homes, so the logistics of having to do

all those re-lights would have been terrible. With the

nursery, all the re-lights were in one place and we

knew someone would be there.

We worked until 1 or 2 a.m. but we got the nursery

turned on again the next day. There were lots of

people who helped out — the CSTs, managers, even

a contractor we called to bring an excavator so we

could work on both sides of the line.

27

28

Welcome to the team!

Milestones & Movements

We’ve seen a lot of moving and

shaking around the company from

December to February. Let’s say

hello, congratulations and goodbye

to the following team members.

Nola Sperle Training Coordinator

Criag Inouye OHS Compliance Advisor

Sarb Bagri Employee Services Representative

Kirsten Johnston Marketing Coordinator

Todd Smith Senior Manager, Business Development and Technical Assistance

Sean Beardow Manager, Corporate Communications

Neeta Tapper Operations Support Representative 3

Tara Soriat Scheduling Assistant

Adrian Gheorghe Engineering Co-op

Scott Saunders Engineering Co-op

Marie Joy Guevara Engineering Co-op

Michelle Cahoon Community Ambassador

Bryan Miller Senior Mechanical Engineer

Nico Volpe Engineering Co-op

Nashvi Mujib Engineering Co-op, Mechanical

Dhirendra Singh Technician

Steven Reekie Engineering Co-op, Mechanical

Franco Perucho Corporate Development Manager

Anna Belodedenko Talent Development Specialist

Gary Schoenhaar Corporate Security Manager

Shahina Jessa Program Manager, Corporate Sustainability

Megan Theisen Co-op Student, Finance

Deana Srdic Digital Communications Advisor

Sara Sylvestre Disability Management Specialist

Michael Harrison Co-op Student Law

Daniel Luo Engineering Co-op, System Integrity Programmer

Braeden Johnson Power Engineer Practicum Student

Joseph Broda RNG Technical Specialist

Paul Guerreiro LNG Plants Operator 1

Alvaro Valcarcel Jervis Engineering Co-op, Gas Lab

Amy Hill Street Team

Oliver Philipp Street Team

Allison Queeley Street Team

Grayson Hudson Distribution Apprentice

Megan Christink Street Team

David Beeby Distribution Apprentice

Kerry Susheski Distribution Apprentice

Morgan Jones Distribution Apprentice

Ryan Marra Distribution Apprentice

Jeffrey Young Distribution Apprentice

Bradley Diduck Distribution Apprentice

Clayton Ross Equipment Operator/Distribution Apprentice

Justin Rzepczyk Equipment Operator/Distribution Apprentice

John McMahon Director, Occupational Health and Safety

Nicholas Phillips Distribution Apprentice

Steven Thomas Power Line Technician

Eddie Philipzyk Journeyman Tradesman Millwright Temp

Nicholas Ridenour Application Programmer

Jude Fernandes Junior Engineer (Engineer-in-Training)

Elizabeth Taitt Customer Service Representative

Mia Manantan Customer Service Representative

Sunita Jangra Customer Service Representative

Tammy Krasniski Customer Service Representative

Carolee Henderson Customer Service Representative

Lillan Burmeister Senior Dam Safety Engineer

Vincent Chik Street Team

Emelyn Escobido Customer Service Representative

Jessica Kennedy Customer Service Representative

Aman Chand Customer Service Representative

Selma Jusufovic-Bukvic Customer Service Representative

Jason Mangat Street Team

Ryan Van Schagen Equipment Operator/Distribution Apprentice

Jesse Dosanjh Emergency and Operations Representative

Andrew Doherty Equipment Operator/Distribution Apprentice

Nicholas Boyd Planning and Design Technologist

29

Congratulations on Your Milestones!

Best of luck in your retirement and thank you for your years of service! Vincent Senger Pipeline Technician 1, retiring after 43 years

Denise Stanley Field Operations Assistant, retiring after 7 years

Randy Dejong Design Technologist, retiring after 27 years

Mark Huggett CPC Technologist, retiring after 12 years

Mark Despot Crew Leader (PLT), retiring after 35 years

Stewart King Commercial Customer Service Technician, retiring after 43 years

Patricia Tasker Operations Support Representative 3, retiring after 12 years

Robert Farrell Pipeline and Right of Way Inspector, retiring after 44 years

Patricia Nitsch Planning and Design Workleader, retiring after 29 years

Brian Neary Director Operations, Van Isld/Frs Valley, retiring after 27 years

10 yearsTom Burbridge Manager, Financial Planning and Control

Janet Bronson Operations Support Representative 3

Darlene Mulholland Operations Support Representative 2

Riley Berge Operator 2

Jeff Moleski Customer Service Technician 1

Ross Embury Customer Service Technician 1

Sharron McMillan Operations Support Representative 3

Cindy Baker Business Assistant

Denis Forest Materials Truck and Trailer Operator

15 years Brett McLaren Warehouseman

Hugh Armstrong Pressure and Measurement Technician

Doyle Sam EVP, Operations and Engineering

Farid Mashhadi Data Integration Analyst

Stephan Hartel System Operator

Chad Shkuratoff Journeyman Tradesman Plumber

20 yearsDean Blanchard Journeyman Tradesman Warehouse

Hans Mertins Manager, Upstream Regulatory

Gina Jacinto Operations Support Representative 3

25 yearsMark Skuba Warehouseman

Bob Rhinas Customer Service Technician 1

Mary Tai Operations Financial Analyst

Sophia Birkbeck Operations Support Representative 3

Steve Akune Journeyman Tradesman Electrician

30 yearsGene Gendron Pipeline Technician 1

Brian Heggs Senior Logistics Handler

Alan North Regional Manager, Fraser Valley

John Peterson Mechanical Foreman — Welding

Gary Shields Customer Service Technician 1

William Watson Shop Assistant

Dan Enns Equipment Operator/Distribution Mechanic

Darrell Albert Customer Service Technician 1

35 yearsTom Ljuden Field Team Lead

Movements202 jobs posted150 jobs filled

30

Thank you for reading

Infinite EnergyThis magazine is for you, and we want to make sure we’re telling stories you want

to read. Your input and suggestions help ensure we’re telling the right stories.

Win with Infinite EnergyTo be entered to win a prize, visit fortisbc.com/infiniteenergyfeedback

and complete a short feedback questionnaire by May 30.

31

Thanks to Heather Brueckner, OSR, for submitting this great shot of the Langford office.

Want to see your photos in the next issue? Email them to communications@fortisbc.com

32