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Strategic Workforce Planning

Business Case

In T&D, 53% of the M&P workforce, 38% of the IBEW workforce and 35% of the OPEIUworkforce can retire without reduction by March 2005. In Power supply, more than 50% of itssenior and middle managers, 20% of its technical professionals and 20% of its trades can retire

in the next 3 years based on the new eligibility rules. The loss of these employees and thecritical knowledge, skills, and abilities they posses to operate our generation, transmission anddistribution assets, put the on-going operation of our business at a significant risk. As a result,

Strategic Workforce Planning has been confirmed by CMC as a priority for BC Hydro.

This business case is to support a request for $4.0 million of OMA funding that has beenreserved for Strategic Workforce Planning to address the most critical workforce issues. The

specific request for funding has been divided into the three critical areas of Apprentices, Trades,and Professionals. The intent behind doing this is to allow the approval of funds for one of the

areas to proceed if there remains concerns related to one of the other areas.

In addition, the SBU’s believe that significantly more funding beyond the $4.0 million isrequired to mitigate this critical risk. As a result, there may be a subsequent business case

developed in the near future to address the remaining strategic workforce requirements. This$4.0 million funding would cover the OMA costs of the program for FY2001.

Strategic Workforce Planning Business Case

Executive Operations2004-03-15

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Executive OperationsStrategic Workforce Planning

Business Case - Fiscal 2000/01

Table of ContentsPage

Section 1 - Rationale and Description 3

Background 3

Opportunity / Drivers 4

Specific Request 7

Apprentices 9

Trades 13

Professionals 15

Section 2 - Strategic Alignment and Value Measurement 21

Strategic Priority : Build a Strong and Capable Organization 21

Strategic Priority : Efficiency and Productivity 21

Section 3 - Assumptions, Key Uncertainties and Risk Mitigation 24

Implementation Risk Factors 25

Section 4 - Alternatives 26

Section 5 - Valuation 27

Financial Benefits 27

Non-Financial Benefits 27

Appendix A 29

T&D Demographic Analysis - Summary Statistics 29

Appendix B 32

Power Supply Total Strategic Workforce Planning Requirements 32

Appendix C 33

Attach T&D SWFP Detail Cost Excel Spreadsheet 33



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Section 1 - Rationale and Description

Initiative Name : Strategic Workforce PlanningOwner/Sponsor : Gary RodfordContact Person : Ken McKenzieSBU/KBU : Cross SBU Initiative

Background

Market and demographic trends are driving the need to engage in workforce planning morestrategically and systematically. In response to the workforce challenges that face BC Hydro,Strategic Workforce Planning (SWFP) has been identified as a key HR priority.

SWFP anticipates, scopes and plans for the alignment of BC Hydro's needed critical workforcecapabilities to the organization's strategic business goals. In F2001, the HR community hascommitted itself to building greater SWFP internal capacity. Key elements of the strategy are asfollows:

• Continued refinement and application of the SWFP methodology within the SBUs -- areflection that the level of workforce analysis currently being done varies from SBU to SBU.

• The development of a portfolio of workforce solutions (across the company). This involvesthe development of a consolidated SWFP plan highlighting the specific workforce actionsrequired in each SBU. This will feed into the business planning cycle and will enable thecompany to make strategic staffing decisions.

• Development and implementation of a corporate succession planning system.

The most critical workforce solution (Bullet #2) which has been identified at this time is toaddress the critical risk to our ongoing operations created by the significant number of BCHydro’s most knowledgeable and skilled employees retiring in the near future.

As part of the fiscal 2000/01 business planning process, each SBU submitted its own fundingrequest for Strategic Workforce Planning. The requests included $1.7 million for T&D and PSEngineers-In-Training (EIT) and an additional $9.6 million for apprentices, trades, engineers,technologies, Graduate Technologist Trainees (GTTs), and early replacements of managers,engineers, technologists and technicians.

The $1.7 million for EITs was approved as follows :T&D : $1.0 million 10 EITsPS : $0.6 million 6 EITsPowerex : $0.1 million 1 EITTotals : $1.7 million 17 EITs

However, of the remaining $9.6 million request, CMC reserved only $4.0 million in funding.This business case is in support of obtaining approval for this $4.0 million which has been



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reserved for Strategic Workforce Planning. This business case identifies the most criticalworkforce requirements from across BC Hydro which can be addressed with the $4.0 million inreserve funding. The specific request for funding has been divided into the three critical areas ofApprentices, Trades, and Professionals. The intent behind doing this is to allow the approval offunds for one of the areas to proceed if there remains concerns related to one of the other areas.

Since this business case does not include all of the Strategic Workforce requirements which theSBUs believe can be justified, a subsequent business case may be developed in the near future toaddress the remaining workforce requirements across BC Hydro, beyond those included in thisbusiness case.

Opportunity / Drivers

In T&D, 53% of the M&P workforce, 38% of the IBEW workforce and 35% of the OPEIUworkforce can retire without reduction by March 2005. Appendix A contains a demographicanalysis of the T&D workforce including the potential retirements as of 31 Mar/02 and 31Mar/05 for the M&P, IBEW and OPEIU job clusters.

Over the next 3 years Power supply could see more than 50% of its senior and middle managers,20% of its technical professionals and 20% of its trades retire based on the new eligibility rules.In addition to this large number of retirements, voluntary turnover is also occurring (historicallevel around 2.0 - 2.5%). Appendix B includes a detailed description of the SWFPrequirements within Power Supply.

Power Supply and T&D continue to experience difficulties in attracting experienced externalcandidates to its remote locations, managerial and professional positions. Compensation, dualcareer families, and limited development opportunities are seen as key factors in attraction andretention of staff. Trades positions are also evolving considerably. No longer are trades solelydedicated to the tools. With the advent of new processes and computerized tools beingintroduced into the trades, different capabilities are now being required which limits the abilityto recruit experienced, qualified candidates in the external market.

In addition, since demographics are similar throughout North America as the baby boomgeneration retires, we can no longer assume that a labour supply will be available across anumber of professions. Based on the number of BC Hydro employees expected to retire in thenext few years and that often the skills they posses are not generally available in the externalmarketplace, BC Hydro cannot rely on external sources to meet our needs.

Therefore, to ensure that BC Hydro continues to have a workforce with sufficient knowledge,skills, and abilities to operate the critical components of the business, BC Hydro must act on theresults of workforce planning done to date and begin implementation in FY2001 in advance ofthe above retirements to capture the intellectual capital of those leaving.

On 13 September 1999, BC Hydro’s Board of Directors supported management’s initiatives withrespect to an intake of 28 apprentices a year, for three years, as recommended by the Apprentice



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Committee. This commitment has also been communicated to the IBEW. The funding requestedin this business case is required to meet these commitments.

In order to identify the most critical workforce requirements across BC Hydro, prioritizationcriteria have been developed and were used, to the extent possible, to prioritize the workforcerequirements included in this business case. The workforce requirements included in thisbusiness case were ranked as the highest priority across BC Hydro, and this has been agreed toby all SBUs, through their respective HR departments.

The following criteria identifies all of the factors which could be used to prioritize SWFPrequirements. However, the degree to which these criteria can be applied across SBUs will varybased on the availability of the data within the SBU. For the prioritization of positions for thisbusiness case, the data required to utilize all of the following criteria was not available.

Criteria DefinitionJob Function Criticality of job function to BC Hydro based on current and future

(strategic) needs

Highly critical would include :• keeping the lights on• revenue generation• safety - employee and public• maintaining customer service levels and reliability• Ability to abandon the position

Demographics Criticality of demographics• by job cluster, % eligible to retire without penalty by certain

date (31 March 2003)• Size of the time banks of staff

Training Time Length of time to train new resource versus availability of trainedresource from the marketplace (specialized skills)

Perceived RelationshipImpact

Impact of proceeding - degree to which relationships impactedpositively or negatively, existence of prior commitments• Union• Employee morale• Mgr acceptance• Political• Resource providers

Timing Issues • internal readiness to begin recruiting, planning, unionagreement, etc.

• window of opportunity (eg. University recruitment only occursduring a narrow window)

Difficulty to Attract Degree to which unique skills, location, or other attributes makeattraction difficult

Normal Attrition Number of staff leaving BC Hydro for reasons other thatretirement (Regular staff)

Other Resourcing Ability to utilize consultants or contractors in the short and long



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Alternatives term to meet requirementsFeeder Pools for othercritical positions

Are there requirements or benefits associated with position since itis part of a feeder pool for other critical positions



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Specific Request

This business case is in support of a request for $4.0 million in reserve FY 2001 OMA funding.This funding would be used for the following Strategic Workforce requirements which havebeen identified as the most critical across BC Hydro. The specific request for funding has beendivided into the three critical areas of Apprentices, Trades, and Professionals. The intent behinddoing this is to allow the approval of funds for one of the areas to proceed if there remainsconcerns related to one of the other areas.

The costs identified in the following sections for FY2002 to FY2004 relate to the future costsassociated with the 51 workforce positions included in this business case. However, both PS andT&D expect to require additional workforce planning positions in those years beyond thoseincluded in this business case and the costs associated with these positions would be in additionto the costs identified above.

Appendix C contains a detailed costing analysis of all strategic workforce positions T&Dbelieves should be funded. In total, T&D believes there are 28 apprentice positions, 12 Operatepositions, and 68 early replacement positions which should be funded. As a result of the Boardcommitment, all of the 28 apprentice positions are being funded between T&D’s base OMA andthis business case. Of the 12 Operate positions, only 5 will be funded as part of this businesscase. Of the 68 early replacement positions, only 13 will be funded. In order to fund theremaining positions, a subsequent business case will be developed.

There was a concern raised that some of the positions included in this business case related topositions required for new business ventures being proposed by the SBUs (Eg. Grid OperationsBusiness Case). This is not the case. All of the positions included in this business case relate toour exiting core business.

There was a concern raised as to why the operating SBU’s overall costs, including this request,were rising while the market trend was towards increased efficiency and lower costs. PowerSupply recently commissioned a study through Haddon-Jackson that clearly demonstrates thatPower Supply is competitive in it's overall production costs and needs to invest to maintain thiscompetitiveness over the longer term.

As to the concern raised around the SBU plans to ensure that these additional positions actuallyachieve the objective of knowledge transfer and our ability to continue to operate our systemefficiently, Power Supply has always been prudent in managing it's staff development needs.Power Supply’s intent is to continue with this strategy by facilitating rotations to variousdepartments and sites, project assignments and opportunity identification to build specificcompetencies. In addition, they will continue with directed coaching/mentoring activitiesassigned to senior experienced staff to facilitate skills knowledge transfer based on businessneeds. The Apprentice program that services T&D and Power Supply is a mature programgeared to specific trades within the SBUs. These specific programs are 3 1/2 and 4 years induration and provide focused and specific skill transfer. The trades program is updated asrequired and administered by T&D's Business Improvement department within Operational



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Support Services. The program to address the aging workforce within the Operate'sOperate/Dispatch OADs is that these people are put through a rigorous 33 week one-on-onetraining program focuses to provide specific skill transfer from experienced to junior personnel.The high risk Management positions (and P&C technologist) within T&D have been identifiedby demographic risk. These targeted first SWFP positions are expected to be placed into thetarget positions as early replacements. They are expected to be mid-career people with base skillsets and will perform job duties mentored by the managers (technologists) currently performingthe roles. The time required to have 'duplicated' resources in these specific roles will dependupon candidate skills and dates of departure of the skilled manager (technologist). It is expectedthat these 'duplications' will be 18-24 month periods only. Based on the large demographicexposure numbers and the small number of positions targeted for this fiscal years program, theexpectation is that the risk of having a trained SWFP person and not a vacated position is verysmall. I would expect that skill transfer reviews will occur on a regular base to ensure theprogram is achieving the results expected. Each SWFP hire will be identified and monitored byT&D Strategic HR, as to costs being expended, and degree of readiness of the candidate.It is anticipated that T&D will develop a model for identifying and selecting to SWFP positions,as this initiative is expected to cover a number of fiscal years.



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Apprentices

On 13 September 1999, BC Hydro’s Board of Directors made a three year commitment for anintake of 28 Apprentices per year. This business case will fund 21 of those apprentices. Theremaining 7 are funded within the base OMA of T&D.

By 2003, approximately 25% of the trades workforce will become eligible for retirement underthe new pension rules. This escalates to 60% by 2010. BC Hydro successfully manages sevenapprenticeships supplying skilled journey level staff to the various core functions of ouroperations. There has been considerable investment in the improvement and maintenance ofthese programs which are administered by a joint union-management committee (ATTC). Thework and reputation of this committee has been a positive element in the relationship betweenIBEW LU 258 and BC Hydro.

Since 1995 apprentice recruitment has been sporadic for a number of reasons:1. Concern about apprentices graduating without regular positions2. Less than anticipated retirements (prior to recent retirement incentive program)3. Uncertainty about future work requirements due to restructuring, process improvements and

market changes4. Downturn in some of the traditional work5. In hindsight, inappropriate policy line on hiring in some trades thus creating a backlog of

graduate apprentices (this problem has been addressed by the parties for future apprenticeintakes).

The number of apprentices on the system has dropped from a high of 165 in 1994 to 32 currently(28 by fiscal year end).

SBU plans to address the looming bulk of retirements (even prior to the exacerbation of this bythe new pension rules) in fiscal 99/00 was stalled by the need to address the pressures on theOMA plans.

Breakdown of costs by year for each type of Apprentice Position

Position No. F2001 F2002 F2003 F2004 TotalCable Splicer 2 $140.9 $134.4 $134.4 $134.4 $544.10Power Line Technicians 7 $531.5 $449.3 $449.3 $224.6 $1654.70Operator/ Dispatch 6 $368.5 $328 $328 $164.0 $1188.50PS Electricians - 2PS OADs - 2PS Mechanics - 2

6 $366.2 $350 $350 $250 $1316.20

Totals (x $1000) : 21 $1407.10 $1261.70 $1261.70 $773.00 $4703.50

Costing Details :

Cable Splicer :Program is 48 month term.(4 years)F 2001: Costs include: Benefits & Wages (2), training (2) & Recruitment (2)F 2002: Costs include: Benefits & Wages (2), Moving (1) & training (2).



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F 2003: Costs include: Benefits & Wages (2), Moving (1) & training (2).F 2004: Costs include: Benefits & Wages (2), Moving (1) & training (2).

Power Line Technician :Program is 42 month term. (3 ½ years)F 2001: Costs include: Benefits & Wages (7), training (7) & Recruitment (7)F 2002: Costs include: Benefits & Wages (7), Moving (1) & training (7).F 2003: Costs include: Benefits & Wages (7), Moving (1) & training (7).F 2004 (1/2 year): Costs include: Benefits & Wages (7), Moving (1) & training (7).

Operator/Area Dispatcher :Program is 42 month term. (3 ½ years)F 2001: Costs include: Benefits & Wages (6), training (6) & Recruitment (6)F 2002: Costs include: Benefits & Wages (6), Moving (6) & training (6).F 2003: Costs include: Benefits & Wages (6), Moving (6) & training (6).F 2004 (1/2 year): Costs include: Benefits & Wages (6), Moving (1) & training (6).

PS Electricians, OADs, & Mechanics :F 2001: Costs relate to Apprentices still in the three year programF 2002: Costs relate to Apprentices still in the three year programF 2003: Costs relate to Apprentices still in the three year programF 2004: Costs relate to bringing in new apprentices as jobs are filled.

Justification of need by position :

Position No.Requested

Total No.Employeesin Position

Total No.Employees in

PositionEligible forRetirement

by 2003

Brief Explanation

Cable Splicer 2 14 7 50% of Cable Splicers are eligible for retirement by2003. Request is for only 2 of the 7 eligible forretirement.

Power Line Technicians 7 368 71 19% of PLTs are eligible for retirement by 2003.Request is for only 7 of the 71 eligible for retirement.

T&D Operator/ Dispatch 6 55 9 16% of Operate/Dispatchers are eligible for retirementby 2003. Request is for only 6 of the 9 eligible forretirement.

PS OADs 2 15 5 In the next 2 years there are 3 potential retirements.Operator Area Dispatchers are also in locations seen tobe less desirable i.e. Mica, Peace, Revelstoke. It isextremely difficult to hire these trades in the externalmarket given BCH’s specific system knowledgerequirements. This function is critical to ensure systemreliability is maintained at the plant level.

PS Electricians 2 81 13 It is expected that PS will lose up to 3 Electricians peryear over the next 5 years. Utility Electricians are aCore trade in Power Supply. Apprentices will meetapproximately 50% of PS’s Electrician Needs. There isa need to hire utility electricians based on the nature ofour business. Compensation is low in comparison to



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other utilities and many Power Supply locations areseen to be less than desirable, further decreasing ourability to attract external resources. Overall, for thenext 10 years, there are potential retirements for T&Dand PS of 8 per year to 31 March 2001 and more than10 per year in each of the following years to 2006.

PS Mechanics 2 53 9 Apprentices will meet approximately 50% of PS’sMechanic needs again in less than desirable locationswhich are difficult to recruit externally. Could lose upto 15 of our Mechanics by Year 2005 with anadditional 5 by 2006. PS plant equipment ismechanical. Millrights and Machinists are Coremaintenance functions to support the maintenance ofequipment utilized to generate power.

*Overall, not hiring the above-noted PS apprentice requirements would impact Power Supply’sability to deliver on it’s maintenance program objectives and standards resulting in higherincidents of forced outages limiting B.C. Hydro’s ability to maximize revenues.

Description of Positions :

Cable Splicer:Undertake jointing, splicing, testing, bonding, racking, installing, inspecting and repairing oflead covered and any metallic covered types of cables over 600 volts.

Power Line Technician:Undertake any work required to construct, repair or maintain transmission and distribution lineson poles, towers and structures, such work to include patrolling of circuits, inspections asassigned, emergency repairs, repairing of street lights, makes distribution transformerconnections, investigates customer complaints and interruptions.

Operate/Dispatcher:Qualified to operate the portion of the system which they have been assigned, shall have chargeof and be responsible for the operation of transmission, sub-transmission and distributioncircuits, stations or portions of stations, attended or unattended, that are assigned by OperatingOrders.

PS OAD (Operator/Area Dispatcher ) :A Journeyman/woman Operator/Area Dispatcher qualified to operate the portion of the systemwhich they have been assigned. They shall have charge of and be responsible for the operation oftransmission, subtransmission and distribution circuits, stations or portions of stations, attendedor unattended, that are assigned by Operating Orders.In addition to the operation of equipment their duties shall include issuing instructions for safe,efficient and proper operation; issuing or authorizing safety protection guarantees; dealing witharea electrical disturbances and the restoration of service; communication with customers inmatters of prearranged or accidental service interruptions; performing system related operationsas directed by System Control Centre; promptly reporting defects or trouble which may requirethe attention of others; gathering operating data, maintaining logs and other records, updatingdisplay boards and performing related clerical work.Operator/Area Dispatchers in Class "2" stations or below this class, shall when required be



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responsible for light housekeeping and such repairs that do not interfere with operating duties.For prerequisite qualifications an Operator/Area Dispatcher will be, or will have been, aJourneyman/woman Operator.

Electrician :Electricians shall work in generating stations, substations, repair shops and other locations andexcept as provided for Power Line Technician, Electricians shall have jurisdiction over theoperation of unattended stations and unattended portions of stations. Notwithstanding the dutiesassigned to a Power Line Technician, an Electrician may on occasion be required to switch onthree (3) phase feeder circuits and/or supply circuits where fault conditions have occurred and aPower Line Technician is not readily available. A Journeyman/woman Electrician shallmaintain, install, adjust, inspect, modify, test, troubleshoot and repair main and auxiliaryequipment and apparatus. This may include electrical wiring, switchboard wiring, transformerconnections, switchgear, bus work, low tension control cables, electrical and electronicequipment. Notwithstanding the duties assigned to a Cable Splicer or Power Line Technician, anElectrician may work on single conductor plastic insulated cables and accessories up to andincluding 20/35 kV restricted to cables utilizing mechanical terminations and connections. Suchcable work is not to include work on line terminations, distribution feeders or on lead or metalliccables over 600 volts.

Mechanic :A Journeyman/woman Mechanic shall install, operate, maintain, overhaul and repair mechanicalequipment of all kinds, and mechanical portions of electrical equipment in the Employer'selectrical system exclusive of that in diesel generating stations.



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Trades

In Power Supply, a potential for a total of 19 (3%) in the trades such as dam keepers, generaltrades, telecontrol and Operator/Area Dispatcher’s could leave through retirement within 3 years.Looking out over a 7 year period, an additional 20 (3%) will be eligible for retirement. Internalturnover will likely increase these requirements given T&D have similar demographic concernsin the trades, particularly in areas such as electricians, telecontrol and operators and will belooking to Power Supply and vice-versa for sources of labour. The additions are required now tomeet Power Supply’s requirements 3 and 4 years in the future. Power Supply must also recruitfully qualified journey persons to replace the retirements which will take place over the next 2 to3 years, but this will be requested in subsequent business cases.

The request includes the addition of 2 Protection and Control Technologists to facilitatereplacement of upcoming retirements and anticipated turnover of P&C technologists staff basedon T&D’s requirements. Efforts will be made to secure experienced technologists, but if this isunsuccessful, Graduate Technologists in Training will be pursued.

Breakdown of costs by year for each type of Trades Position

Position No. F2001 F2002 F2003 F2004 TotalDispatch Trainer 1 $152.3 $129.8 $129.8 $129.8 $541.70Dispatchers 4 $456.8 $400.8 $0 $0 $857.60T&D GTT 3 $249.9 $225.9 $0 $0 $475.80PS P&C Technicians 2 $130 $130 $65 $0 $325.00Retention N/A $169.1 $84.5 $42.3 $0 $295.90Totals (x $1000) : 10 $1158.10 $971.00 $237.10 $129.80 $2496.00

Costing Details :

Dispatch Trainers :F 2001: Costs include: Benefits & Wages (1), training (1), office (1) & Recruitment (1)F 2002: Costs include: Benefits & Wages (1), office (1) & training (1).F 2003: Costs include: Benefits & Wages (1), office (1) & training (1).F 2004: Costs include: Benefits & Wages (1), office (1) & training (1).

Dispatchers :F 2001: Costs include: Benefits & Wages (4), office (1) & Recruitment (4)F 2002: Costs include: Benefits & Wages (4), & office (4)

T&D GTT :F 2001: Costs include: Benefits & Wages (3), office (3) & Recruitment (3)F 2002: Costs include: Benefits & Wages (3), & office (3)



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Justification of need by Position :




PositionEligible for

Retirement by2003

Brief Explanation

Dispatch Trainer 1 1* (note) Position sourced from OAD employee pool,demographics same as OADs (see above).

Dispatchers 4 55 9 16% of Dispatchers are eligible for retirement by 2003.Request is for only 4 of the 9 eligible for retirement.

T&D GTT 3 299 87 29% of GTTs are eligible for retirement by 2003.Request is for only 3 of the 87 eligible for retirement.

PS P&C Technicians 2 15 1 External Resources for P&C Technologists are scarce.It currently takes a minimum of 4-6 years to becomecompetent in the P&C discipline which is a Corefunction in Power Supply & T&D. P&C systemsprotect the system and equipment when it is under stressand protect other pieces of equipment when failuresoccur. P&C Technologists are currently Group 11positions reflecting the significance of this function.T&D has potentially 10 P&C Techs. that can retire by31 March 2001 with another 14 by 2006. It is expectedthat this level of attrition will impact Power Supplygiven internal staff churnover and leave Power Supplyat risk in carrying out it’s P&C activities potentiallyresulting in greater damage of equipment should failuresoccur and the P&C systems not be operating properly.

Retention N/A


Dispatch Trainer: Develops and delivers the curriculum for Dispatcher training. Dispatcher training is carried outon a one-to-one basis. New dispatchers sit with existing dispatchers and learn the job in real-time. A new dispatcher cannot be ready to take on a dispatcher desk before thirty-three (33)weeks.

Operator/Area Dispatcher:Qualified to operate the portion of the system which they have been assigned, shall have chargeof and be responsible for the operation of transmission, sub-transmission and distributioncircuits, stations or portions of stations, attended or unattended, that are assigned by OperatingOrders.

P&C Technologist:Performs a variety of operating, maintenance, commissioning and acceptance tests of P&Cequipment. Performs a task/project coordination function over the commissioning of complexP&C projects. Provides technical advice and guidance to field staff and contractors.



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Professionals

In Power Supply, a potential exists for 29 key retirements in the next 3 years with an additional23 within 7 years which represents over half of their existing senior and mid-management group.Average turnover is estimated to take an additional 6 managers over the next 3 years and 10-12within 7 years (approximately 2 managers per year). Professional positions where retirement isoccurring is at the senior levels (e.g. Senior, Specialist and Principal Engineers). Experiencerequirements for these positions range from 8 - 15 years to become competent. As such, moreemphasis needs to be placed on bringing in junior to mid-range engineering staff to facilitatementoring and skills/knowledge transfer prior to retirements occurring. Turnover will continueto take 4 additional professionals per year.

The requested additions include 7 junior Maintenance and Operations Services managers. Thiswill be the initial intake of our new generation of managers. These new managers will beexpected to become fully competent in the recently implemented Business Transition Programsystems and will assist in embedding these systems in the day to day operations of the generatingplants. As existing managers retire, these new managers will step into the vacant managerpositions with the technical and technology skills required for the future.

Adding these managers now will provide significant benefits to the roll out of BTP and to theoverall realization of BTP benefits. They will provide the necessary support as the systems andprocesses are being embedded into the operations and at the same time developing the expertiseto lead and manage in the future.

The requested additions also includes a manager for the Commercial Management system. Therationale for this position is similar to the Maintenance and Operations managers. The CMmanager will be responsible for supporting the application and embedding the utilization of theapplication into the day to day operations. CM will be utilized in the future as a keymanagement tool and proficiency in the system will be a key competency for replacement ofretiring operations engineers. Filling this position at this time, will provide the overlap forsignificant knowledge transfer from the soon to be retiring operations experts and will alsoprovide the opportunity for immersion in CM which will be a fundamental management tool inthe future.

An additional benefit to knowledge transfer is the contribution this individual will make to BTPrealization of benefits. Embedding the system into the day to day operations is key to benefitrealization.

The requests for additions also include 1 operations planning engineer and 1 resource planningengineer. These additions are required now to enable skills and knowledge transfer from keyResource Management resources who will be retiring over the next few years. The work is of acomplex nature and requires an in depth understanding of our, and the Pacific Northwest’s hydrosystems. This knowledge must be transferred over years rather than months.



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If this knowledge is not adequately transferred, Power Supply will be facing the possibility ofsub-optimal planning and operating decisions in the future, which could easily cost BC Hydromillions of dollars.

Breakdown of costs by year for each type of Professional Position

Position No. F2001 F2002 F2003 F2004 TotalT&D Managers 10 $755 $1250 $625 $0 $2630.00CM/CRO/CRT 1 $129 $120 $0 $0 $249.00Jr. MOS 7 $507.5 $630 $450 $270 $1857.50Opns Plng Engr - 1Res. Plng Engr - 1

2 $181 $120 $120 $0 $421.00

Totals (x $1000) : 20 $1572.50 $2120.00 $1195.00 $270.00 $5157.50

Costing Details :

T& D Managers :F 2001: Costs include: Benefits & Wages, office, training (10)-6 months), moving (5) &Recruitment (10)F 2002: Costs include: Benefits & Wages, office, training (10)F 2001: Costs include: Benefits & Wages, office, training (10)-6 months

CM/CRO/CRT :Fully loaded cost of a senior manager (including hiring costs in 2001)F2001: Costs related to trainingF2002: Costs related to trainingF2003: Position Placed

Junior Maintenance Operations Supervisors :Cost based on $90k per year loaded costsF2001: Costs related to trainingF2002: Costs related to trainingF2003: Costs after second MOS PlacedF2004: Costs after third and fourth MOS PlacedF2005: Costs after all MOSs placed

Operations Planning Engineer / Resource Planning EngineerFully loaded costs for two planning engineers including recruiting and move costs.F2001: Costs related to trainingF2002: Costs related to trainingF2003: Costs related to training



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Justification of need by Position :




PositionEligible for

Retirement by2003

Brief Explanation

T&D Managers 10 279 112 See BelowCM/CRO/CRT 1 1 1 These positions are no different from what Power

Supply has entertained in previous years under it’shistorical management trainee programs. Power Supplycurrently does not have the capacity in it’s current baseOMA to facilitate dedicated skills/knowledge transfer ofcritical skills in the optimization and maintenancemanagerial functions. In addition, the traditionaltechnical competencies required for these positions haschanged as a result of Power Supply’s BTP program.These positions will fully integrate all the BTPprocesses and technology infrastructure into the lineorganization to facilitate sustainment of the changes.Reality is these retirements could happen with veryshort notice potentially putting the organization at riskin terms of meeting basic maintenance and optimizationrequirements and BTP’s $40 million benefitsrealization.

Jr. MOS 7 16 8 These positions are no different from what PowerSupply has entertained in previous years under it’shistorical management trainee programs. Power Supplycurrently does not have the capacity in it’s current baseOMA to facilitate dedicated skills/knowledge transfer ofcritical skills in the optimization and maintenancemanagerial functions. In addition, the traditionaltechnical competencies required for these positions haschanged as a result of Power Supply’s BTP program.These positions will fully integrate all the BTPprocesses and technology infrastructure into the lineorganization to facilitate sustainment of the changes.Reality is these retirements could happen with veryshort notice potentially putting the organization at riskin terms of meeting basic maintenance and optimizationrequirements and BTP’s $40 million benefitsrealization.

Opns Plng Engr 1 1 1 Optimization engineering function is critical inproducing the generation schedules to commerciallyoptimize the generation fleet to meet load commitmentsand environmental constraints while capturing marketopportunities. On average it takes 8 years to becomecompetent in making decisions and taking calculatedrisks to manage hydroelectric and gas systemconstraints while taking advantage of marketopportunities in both normal and abnormal conditions.Inability to replace these positions with skilledresources will mitigate BCH’s ability to optimize thesystem creating potential liabilities in not managingenvironmental/social and regulatory constraints andeffectively taking advantage of market opportunities. 2Sr./Specialist engineers could retire in the next 3-5



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years or less (factoring in banked time). In addition, it isexpected that significant internal churnover will occurin this area given additional approved resourcerequirements in PWX, PS Shift Office and Grid Opns.given the system expertise of the operations planners.

Res. Plng Engr 1 1 1 4 retirements in Resource Planning and Investment areexpected within the next 5 years at the Senior, Specialistand Principal and Managing Engineer Level (likelysooner given time bank entitlements). It is widelyrecognized that BCH has limited modeling capability(i.e. forward price curve modeling, marginal costmodeling) and commercial deal making capability. Inaddition, the move towards product pricing for ancillaryservices, RTO structures, in-depth knowledge ofColumbia River Treaty obligations, BCH’s greenenergy investment strategy, and greater investment inCCGT’s have increased current workloads to the pointwere this group does not have the capacity to dedicateresources to facilitate skills/knowledge transfer.Experience requirements are generally 8 plus years.External recruitment efforts have demonstrated limitedpools of labour exist for these roles. Risks are PowerSupply’s inability to meet it’s CRT obligations, takeadvantage of ancillary services revenues, understandimplications of RTO’s on generation, reduce the abilityto assess IPPs to facilitate green energy strategy.

Detailed Breakdown of T&D Managers :

Position TotalEmployee

Count

Eligible forRetirement

by 2003

Eligible forRetirement

by 2006

Percenteligible

Request

Construction 13 10 1 85%Information Technology 10 7 1 80%Manage Assets 4 2 1 75%TDMC Mgr 11 3 5 73%Area Mgr 11 4 4 73% 1Substation Mgr 17 7 5 71% 1Transmission Mgr 6 4 0 67% 1Support Services 29 15 4 66%Maintain 14 4 5 64%Training 8 2 3 63%Human Resources 15 3 6 60%Distribution/Line Mgr 49 18 10 57% 4Project Management 7 2 2 57%EDP Mgr 9 2 3 56%P&C/Telecontrol Mgr 16 7 2 56% 1Safety & Health 2 1 0 50%Operate 16 4 4 50% 1Administrative 24 7 3 42%Environment 12 4 1 42%



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Design Mgr 8 3 0 38% 1Finance 16 3 1 25%


T&D Managers:Training Strategist/Manager/ACC- Grid Operations:This position implements the Grid Operations Workforce Planning & Training Strategy whichaddresses long-term dispatch requirements.

T&D Area Manager:Provides leadership and management in the construction, operation and maintenance of theelectric power transmission and distribution system in a large geographic area to ensure thesystem assets and people operate and deliver electric power to the customer in an efficient,reliable, safe, environmentally sound and profitable manner.

T&D Substation Manager:Manages the development, administration and execution of a variety of programs to ensure thesafe, reliable and efficient operation of substations. The position may be required to supervisethe operations of multiple headquarters each complete with shop, office facilities and vehicles.

T&D Transmission Manager:Manages the development, administration and execution of a variety of programs to ensure thesafe, reliable and efficient operation of substations. The position may be required to supervisethe operations of multiple headquarters each complete with shop, office facilities and vehicles.

T&D Distribution/Line Manager:Leads the safe, reliable and efficient operation of a distribution system up to and including 60kV. Responsible for the construction, maintenance and repair work in a geographic area whichmay include multiple headquarters

T&D P&C Telecontrol Manager:Manages the installation, commissioning and maintenance of the protection equipment andsystem, which may include a HVDC converter station within assigned area(s) which may includemultiple headquarters.

Design Manager:Manages the design of the overhead and underground distribution system, including complexsingle and three phase distribution extension or improvement projects, for BC Hydro customerswithin a defined geographic area.

Manager Operations/Coordination :Manages consolidated operations planning activities for B.C. Hydro’s reservoirs andhydroelectric generation facilities or integrated operations planning, coordination, schedulingand implementation activities for the integrated system of generation facilities. Manages staffresponsible for the development of operating plans and system schedules to achieve efficient and



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effective use of the generation system. Manages the development of economic strategies foroptimal operations coordination and marketing of all integrated generation resources. Assessesproduction capability to the generating system and explores options and initiatives action toreshape the production profile to meet forecast firm commitments and to attract additionalenergy exchanges with the appropriate price signals. Leads and managers the development andapplication of sophisticated computer models for the generation system. Managers coordinationof planned maintenance outages considering maintenance, hydrological needs, electrical needs,resource utilization, environmental considerations in line with economic opportunities.

Maintenance & Operations Services Manager :Supports the implementation of the River Basin or Thermal Generation Business Plan bymanaging assigned labour resources to ensure the efficient, safe, reliable, and profitableoperation of the River Basin/ Thermal Generation business unit. Coordinates the response tourgent situations where the impact on the generation site &/or local area is significant

Operations Planners (Junior and Senior) :Utilizes commercial resource optimization modeling tools, market information and fleet statusinformation to coordinate and produce generation schedules that commercially optimize thegeneration fleet (both hydroelectric and gas) in a way that meets the company’s loadcommitments ad environmental constraints while maximizing the company’s ability to capturemarket opportunities. Makes commitments on behalf of the company for a range of timeduration (hours, days, months, years) related to gas fuel supply, environmental considerations,regulators, customers, social and other entities (i.e. Treaty participants on water/flow levels)under normal and abnormal conditions.

Economic and Hydroelectric Modelers (Junior/Senior/Specialist) :Develops innovative commercial computer models for optimizing generation and determiningforward prices for decision making purposes which include water flow/levels/cost, marketinformation and fleet status information, and socio-economic considerations.

Resource Planning Engineers (Junior, Senior & Specialist) :Evaluates new and existing resource alternatives by devising new approaches or applyingexisting criteria in innovative or unique ways. Develops new analytical tools to assist in theevaluation and preparation of business case justifications from various perspectives includingsocial, technical, economic, environmental and regulatory. Conducts cost/benefit analysisutilizing simulation tools and runs price forecasting models where a high degree of accuracy isrequired. Regularly is required to provide information, tactics and context to senior managersand government and regulatory boards.



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Section 2 - Strategic Alignment and Value Measurement

Strategic Workforce Planning, which is an integral part of Building a Strong and CapableOrganization, has been confirmed by CMC as a priority for BC Hydro. However, this initiativeis also aligned with other components of the BC Hydro’s strategic plan.

Strategic Priority : Build a Strong and Capable Organization

Deliverable : Ensure that BC Hydro continues to have a workforce with sufficientknowledge, skills, and abilities to operate the critical components of thebusiness

Performance Measures :1. Special recruiting initiative for 2000/01 results in the acquisition and retention of the

positions identified in this business case.2. Knowledge/skills transfer plans in place for key roles expected to be impacted in 2000/01.

Benefit/Value Creation :This strategic initiative is critical to the future success of BC Hydro. The loss of theseemployees through retirements and the critical knowledge, skills, and abilities they posses tooperate our generation, transmission and distribution assets, put the on-going operation of ourbusiness at a significant risk. For this reason, Strategic Workforce Planning has been confirmedby CMC as a priority for BC Hydro within Building a Strong and Capable Organization.

Strategic Priority : Efficiency and Productivity

Deliverable : Ensure that BC Hydro continues to have a workforce with sufficientknowledge, skills, and abilities to operate the critical components of thebusiness.

Performance Measure :1. SVA and COMA in future years

Benefit/Value Creation :This strategic initiative is critical to the future success of BC Hydro. If not addressed, the loss ofthese employees through retirements and the critical knowledge, skills, and abilities they possesto operate our generation, transmission and distribution assets will have a significant impact onBC Hydro’s future revenues and costs.



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Additional alignment with BC Hydro’s corporate strategic plan :

BCH Objective PlannedImpact

Description

Secure the Base Yes This strategic initiative is designed toensure that BC Hydro’s labour forcecontinues to have the knowledge, skillsand abilities to operate our system.

Effective Governance NoPubic Support Minimal As a major employer, having an active

strategic workforce plan contributes to apositive corporate image.

Enhance Customer Focus Yes Skilled workers are essential to meetingreliability and service expectations.

Service Excellence Yes As aboveValue Added Solutions MinimalGrow the Business MinimalMarket Development Minimal In the event other strategies for expanding

our services to key customers (eg somemaintenance contracts) are successful, areputation for planned workforce renewalwill be a benefit.

New Strategic Businesses &Markets

No

Strategic Tools for theFuture

No

Corporate Measure PlannedImpact

Description

SVA Yes Without a transfer of knowledge, skills,and abilities from the block of employeesexpected to retire in the next 3 years, BCHydro will have a difficult time sustainingcurrent revenues.

COMA/Customer beforespecific capital

Yes Incremental cost in the short term tomitigate significant longer term risk

COMA/Customer includingspecific capital

Yes As above

Public Opinion - Overallimpressions

Minimal Absence of a sustained, on-goingrecruitment process has a negative impact.

Total Generation Index NoEnvironmental PerformanceIndex

Minimal New workers will learn the importance ofenvironmentally sound work practicesfrom the outset.

Customer Satisfaction Yes In the absence of sufficiently skilled



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workers, reliability and serviceexpectations would not be met.

Customer Profitability froma corporate perspective

No

Service performance andreliability

Yes Skilled workforce with sufficientexperience is critical to this objective.

Value Added Solutions NoSVA from Grow theBusiness Venture

No Secondary outcome only.

Commodity Risk Exposure NoStrategic IT Coverage Minimal Applicable to certain trades only – e.g.

Telecontrol .Organizational Climate Yes This initiative will have a positive impact

on employee health and moralSafety Minimal Training approaches with apprentices

emphasize “right” work procedures,which results in increased safety.

Leadership Effectiveness Minimal Responsibility for apprentices is anintegral part of subforeman and volunteermentor duties and enhances the leadershipqualities in these roles at the operationallevel.



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Section 3 - Assumptions, Key Uncertainties and Risk Mitigation

To ensure consistency, it was agreed that all costs related to the SWFP positions included in thisbusiness case would be based on the following assumptions :

1. Wages / salaries : The costs related to the wage / salary of the SWFP resource were based oncurrent wage / salaries for similar positions within BC Hydro. The costs for Fiscal 2001were curved based on when during the year the resource was expected to start.

2. Benefits : The costs related to employee benefits were based on the current level of 24%.3. Relocation : The costs related to relocation were based on an average cost of $8,500 per

move, which is based on historical experience. Each position was reviewed to determine thelikelihood of requiring a move, and the relocation costs were applied only to those positionswhich would likely require relocation.

4. Housing : The costs related to housing are assumed to be paid out of a corporate fundingsource. This assumption is based on actual practice for recent housing costs.

5. Training : The costs related to training were based on the historical average of $3,000 perposition, except for Apprentices which were slightly higher based on historical experience.

6. Recruitment : The costs related to recruitment were based on $4000 per position. This isbased on historical experience for HR Shared Services to provide these services.

7. Office Costs : The overhead office costs associated with each position were based on thespecifics of the position. For example, the office costs associated with Apprentices was $0.

8. Attraction : The costs related to additional attraction (typically one time payments topersuade candidates to accept the job offer) were based on a case by case evaluation of therequirement for these costs to obtain suitable candidates.

Additional Assumptions and Risks :

1. Competition for talented labour is now global and the sources of labour supply are differentthan in the past. Younger prospective employees appear to have different needs and values.

2. Our employee turnover (people leaving before retirement to take other jobs) has been verylow in the past. We have assumed this same level of turnover in the future even though T&Dhas seen some increase in PLTs exiting to pursue opportunities elsewhere. If it increases, wewill have to adjust our plans.

3. BC Hydro will continue to require its own trades workforce to operate, maintain andconstruct the electric system. The size of this workforce will vary over time according toneed. The risk of this initiative resulting in too many trades resources is nil, given thesignificant future attrition opportunities, contingent resources and recently negotiatedcollective agreement language, which eliminates the graduate-in-holding liability. The riskof not having enough skilled trades is substantial and currently there is no action plan toaddress this risk other than the current tentative year-to-year intake of apprentices.

4. Apprentices require 36 to 48 months to be trained. In addition to theory and classroominstruction, an essential factor in successful trades development is the practical applicationson the job with journey level mentoring. Therefore, it is not feasible to hire apprentices onlywhen known attrition has occurred.



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5. Our capacity to train apprentices is constrained by available work, suitable training mentorsand, in some trades, the number of suitable training headquarters.

6. A planned and stable intake of apprentices results in the most cost-effective and efficientapprentice program.

7. In the case of our largest trade group, PLTs, the line contractor’s ability to train hasdiminished due to reduction in overall work volumes. In addition, the graduates of theirapprenticeship program are, on average, not as qualified as our own graduates.

8. There will be no changes in the current legislated requirement to have certified staff incertain trades. Therefore, realignment of work and substitution of less skilled workers fornon-hazardous work is not an option.

9. We will be unable to recruit sufficient numbers of journey level trades from elsewhere at thetime we need them. In other Canadian jurisdictions there has been a reduction in apprenticeintake in the last several years (similar pattern to ourselves). However a survey done inJun/99 shows a reverse trend, which we understand is in anticipation of trade shortages.

10. From our stakeholders perspective, even if possible, the recruitment of a significant portionof our trades needs from other provinces or the U.S.A. would be unacceptable. In addition,our relationships within the CEA community would be strained.

Implementation Risk Factors

Time To ImplementThe funding included in this business case is for the one year period of FY2001.

ComplexityOn a regular basis, BC Hydro recruits and replaces staff who retire and we have an on-goingapprenticeship program . Therefore, the complexity of this initiative is extremely low.

AssumptionsRegardless of the market/regulatory environment, BC Hydro requires this initiative to remainsuccessful.

Past PerformanceWhen BC Hydro has funded these types of initiatives in the past, they have been successful.

Technology/MethodologyThere is no new technology/methodology required for this initiative.

Implementation Risk Mitigation StrategyShould this business case not be approved, T&D and Power Supply would need to developanother plan to manage the negative consequences identified.



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Section 4 - Alternatives

The following alternatives have been identified :

1. Recruit as required after staff actually retire.

To ensure that BC Hydro continues to have a workforce with sufficient knowledge, skills, andabilities to operate the critical components of the business, BC Hydro must act on the results ofworkforce planning done to date and begin implementation in FY2001 in advance of the aboveretirements to capture the intellectual capital of those leaving.

2. Increase contracted work to match attrition.

Since demographics are similar throughout North America as the baby boom generation retires,we can no longer assume that a labour supply will be available across a number of professions.Based on the number of BC Hydro employees expected to retire in the next few years and thatoften the skills they posses are not generally available in the external marketplace, BC Hydrocannot rely on external sources to meet our needs.

A significant reduction in the BC Hydro skilled workforce would jeopardize our ability torespond and satisfy customer requirements. Our experience has been that a balance betweeninternal and external resources is essential to maintaining cost effectiveness. A significantincrease in contracting in the face of trade and other shortages would result in an escalation ofcosts.

Some of our trades and other positions are unique to our utility business and there is not a viableexternal resource. For example, Operator Area Dispatchers and Telecontrol Technologists. Inother cases, the trade function is critical to the success of our business (e.g. Meter Technicians).

In the trade areas (Power Line Technicians) where we do have a significant contracted resource,our observation is that they size their workforce, including apprentices, based on available work.Given the current and foreseeable levels of work, contractors could not sustain sufficientapprentices to offset anticipated BC Hydro attrition in the PLT trade. In the event workincreases, it is also anticipated the line contractor workforce will expand by attracting workersfrom other jurisdictions with the problems identified in our assumptions. Alternatively,increases in line contracting may result in an increased number of non-BC contractors biddingfor work. Aside from stakeholder concerns, it is anticipated that this would drive up the price ofwork, until such time as the domestic workforce expanded.

3. Proceed with funding the Strategic Workforce positions included in this business case

This is the recommended alternative.



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Section 5 - Valuation

Financial Benefits

The financial benefits fall into the following two categories :

a. Short term cost reductions : If this business case is approved, the workforce positionsidentified in this business case will be recruited during F2001. As a result, BC Hydro’sOMA costs related to overtime, health and medical, and contractors/consultants (minimal)will be reduced. It has been estimated that this will result in OMA savings of severalhundred thousand dollars in future years. However, savings related to health and medical areextremely difficult to estimate.

b. Long term : The funding of these positions is really a long term risk mitigation strategy. BCHydro requires a knowledgeable and qualified workforce in order to maintain operations,which supports the current revenues of over $3.0 billion. By not providing funding for thesepositions, BC Hydro risks completely losing the knowledge capital invested in the retiringstaff. This would impact our ability to maintain the generation (increased frequency andduration of outages), transmission and distribution systems (increased frequency andduration of outages), increase maintenance costs (maintenance takes longer and is lesseffective due to reduced knowledge and skills in the workforce), reduce customer service,and reduced ability to capitalize on market opportunities.

In discussions with the SBUs and corporate finance, no one could recommend amethodology to place a financial value on this risk mitigation. Intuitively, we know there isa financial value, and we know it is significant. However, we are not able to assign a dollarvalue to it for this business case.

Non-Financial Benefits

Environmental Impact – Low positiveDuring the training of new staff, environmentally sound work practices will be taught.

Legal/regulatory adherence or exposure – Medium positiveWithout a knowledgeable and qualified workforce, BC Hydro would have a higher risk ofviolating current regulations. For some regulations such as minimum flow requirements at ourgenerating stations, it is often fairly difficult to ensure they are not violated under a variety ofoperating conditions. Therefore, it is critical that this knowledge and experience is retainedwithin the company to reduce the risk of future regulatory violation. During training of newstaff, new WCB requirements are taught.

Publicity/Public Support – Medium positiveWithout a knowledgeable and qualified workforce, BC Hydro would have a much higher risk ofnot maintaining current public support.



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Employee and Union Issues – High positiveThe IBEW workforce and union business office is anticipating strong support for this initiativeand are concerned about the viability of the trades in BC Hydro. It is thought that further delayin establishing and implementing a clear policy for internal programs will further erode themorale issues at BC Hydro.

Public or Employee Safety and Health – High positiveMedical leave and costs have been increasing in both T&D and PS. It is believed that this islinked with increased workload and stress on our employees. Both PS and T&D believe that theimplementation of these strategic workforce positions will help mitigate this problem.

Community/Employment Impacts – High positiveIf this business case is approved, an additional 51 employees will be retained earlier than wouldotherwise occur.



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Appendix A

T&D Demographic Analysis - Summary Statistics

The following tables summarize the projected retirements as of 31 March 2002 and2005. The projections for 2005 include the projected retirements from 2002.Management and Professional

Job Cluster # EEs asof June1999

Potential Retirements as of31 March 2002


Projected%

Proj.# EEs

25%Proj.# EEs

Projected%

Proj.# EEs

25%Proj.#EEs

Administrative 24 17% 4 1 38% 9 2Area Mgrs 11 18% 2 1 73% 8 2Construction 13 69% 9 2 77% 10 3Design Mgrs 8 38% 3 1 38% 3 1Distrbn Mgrs 49 24% 12 3 53% 26 7EDP Mgrs 9 44% 4 1 55% 5 1Engineers 161 34% 55 14 53% 85 21Environment 12 25% 3 1 33% 4 1Finance 16 19% 3 1 19% 3 1HR 15 20% 3 1 40% 6 2Info Tech. 10 50% 5 1 80% 8 2Maintain 14 21% 3 1 57% 8 2Mnge Assets 4 50% 2 1 75% 3 1Operate 16 13% 2 1 51% 8 2P&C/Tel Mgr 16 31% 5 1 56% 9 2Project Mgmt 7 14% 1 0 57% 4 1Safety/Health 2 50% 1 0 50% 1 0Substn Mgrs 17 41% 7 2 70% 12 3Supports Svcs 29 45% 13 3 62% 18 5SVP &DRs//TDMC

11 27% 3 1 54% 6 2

Training 8 25% 2 1 38% 3 1Trans Mgrs 6 17% 1 0 67% 4 1Average/Total 458 31% 143 38 53% 243 63MgmtBenchstrength2000/2001

10mgrs

Technologist2000/2001

5 -8GET’s



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IBEW

Job Cluster # EEs asof June1999



Projected%

Proj.# EEs

25%Proj.# EEs

Projected%

Proj.# EEs

25%Proj.# EEs

Apprentices 25 0% 0 0 0% 0 0Construction 11 18% 2 1 73% 8 2Semi-Skilled 145 45% 65 16 46% 67 17Cable 14 36% 5 1 50% 7 2Diesel Mech. 7 42% 3 1 71% 5 1Electrician 148 14% 21 5 30% 44 11Mechanic 8 25% 2 1 50% 4 1Meter Tech 31 26% 8 2 52% 16 4OAD 55 9% 5 1 33% 18 5Other 6 0% 0 0 33% 2 1P Disp 16 38% 6 2 44% 7 2PLT 368 15% 55 14 34% 125 31Tele Tech 75 25% 19 5 36% 27 7TTI 7 14% 1 0 43% 3 1Vehicle 67 25% 17 4 63% 42 11Average/Total 983 19% 209 53 38% 375 96



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OPEIUJob Cluster # EEs as of

June 1999Potential Retirements as of

31 March 2002Potential Retirements as

of 31 March 2005Projected

%Proj.# EEs

25%Proj.

# EEs

Projected %

Proj.#

EEs

25%Proj.# EEs

Unassigned 6 0% 0 0 0% 0 0Administrative 99 11% 11 3 22% 22 6Analyst 4 0% 0 0 0% 0 0Claims 5 60% 3 1 100% 5 1Construction 2 0% 0 0 0% 0 0Contracts 7 29% 2 1 43% 3 1Credit 7 29% 2 1 29% 2 1Design 185 19% 35 9 41% 76 19Draft 59 25% 15 4 39% 23 6Engrg Techs 71 34% 24 6 49% 35 9Environment 15 7% 1 0 27% 4 1Finance & Pay 51 18% 9 2 32% 16 4HR 1 0% 0 0 0% 0 0Info Tech 13 8% 1 0 16% 2 1Inspector 18 17% 3 1 39% 7 2Joint 3 0% 0 0 0% 0 0Lifestyle 3 0% 0 0 33% 1 0Material Mgt 21 14% 3 1 38% 8 2Meter 7 14% 1 0 28% 2 1Office 5 60% 3 1 80% 4 1Operate 99 9% 9 2 24% 24 6Other 12 42% 5 1 75% 9 2P&C Techs 43 23% 10 3 30% 13 3Photogrmtry 6 0% 0 0 17% 1 0Projects 1 100% 1 0 100% 1 0Purchasing 17 35% 6 2 41% 7 2Records 4 25% 1 0 25% 1 0Safety 14 36% 5 1 43% 6 2Security 9 33% 3 1 33% 3 1Social 1 0% 0 0 0% 0 0Survey 1 0% 0 0 100% 1 0Tech (CBU) 1 0% 0 0 0% 0 0Technician 6 0% 0 0 67% 4 1Vehicle 15 7% 1 0 14% 2 1Average/Total 811 19% 154 40 35% 282 73Technologist2000/2001

6 designtrainee

3-4 P&Ctrainee



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Appendix B

Power Supply Total Strategic Workforce Planning Requirements

Available from Power Supply if required.



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Appendix C

Attach T&D SWFP Detail Cost Excel Spreadsheet

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