The Measure of Our Corporate Responsibility Commitment 2008 Report
We invite you to visit our online Annual Report at www.torontohydro.com/annualreports
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Toronto Hydro Corporation
Toronto Hydro Corporation 2008 Corporate Responsibility Report
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Introduction 2008 Vital Signs Message from the President and Chief Executive Officer Independent Reviewer’s Report
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Economic Indicators Operating Expenses Revenues
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Social Indicators Community Involvement Expenditures Average Duration of Customer Power Interruptions Average Number of Customer Power Interruptions
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Environmental Indicators Greenhouse Gas Emissions Energy Consumption Conservation and Demand Management
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Appendices Governance Risk Management Community Partners and Stakeholders Contact Information
Introduction
This is Toronto Hydro Corporation’s (the “Corporation”) second Corporate Responsibility (“CR”) Report. It is significantly different from the Corporation’s first Report insofar as it reflects our decision to bridge our long-term plans to the issue of climate change. Reducing our environmental footprint, and indeed, helping our customers to do the same through electricity conservation and demand management programs, is a vision for change that will inform many of the Corporation’s key decisions — and shape many of our community partnerships — in the years ahead. This commitment also helps to explain the design on the front cover, the purpose of which is to illustrate the acts of ‘taking away’ and of ‘putting back’ that are part of a larger social obligation to sustainable business. In measuring what it has ‘taken away’ (illustrated as negative space), the Corporation is at the same time measuring the extent to which it needs to give back, in order to restore the balance — which is central to managing the impacts of climate change. This report is divided into three main sections: Economic, Social and Environment. Each section provides details about the Corporation’s performance on a number of measures, or indicators, some of which have been assured by an external third party. Several of the same indicators are highlighted in this report as last year, with two important additions.
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Toronto Hydro Corporation
Greenhouse Gas (GHG) Emissions and Energy Consumption have been added to the Environment section — a reflection of the Corporation’s commitment to reducing the size of its environmental footprint through initiatives targeting impacts on clean air and climate change. It is important to note that after much discussion, the Corporation’s management team elected not to use Global Reporting Initiative (GRI) indicators as a framework for its CR reporting; rather, the Corporation developed a hybrid model that incorporates the GRI framework and benchmarking process, as well as the issues/opportunities structure. The indicators discussed in this report were selected based on their relevance to the Corporation’s roots as a locally-situated electricity distribution company. The indicators that are discussed in each section of the report are noted on the introductory page to that section; and a complete definition for each indicator is located in the chapter immediately following. The chapters are colour-coded to enhance readability and allow for cross-referencing. One final note about this report: Where readers might be interested in obtaining more information about specific aspects of the Corporation’s activities, a special — is used to direct them to the Corporation’s icon — website. An online version of this report is available on www.torontohydro.com.
2008 Vital Signs
Introduction
Toronto Hydro Corporation is a holding company which, through its two main affiliates, distributes electricity and provides energy management and streetlighting services to customers in the City of Toronto (population 2.5 million). Corporate Assets Electricity delivered (megawatt hours) Peak load (June 2008) (approx. 18% of Provincial peak)
People 25,139,059 4,564 megawatts
Employees – Toronto Hydro Corporation Employees – Toronto Hydro-Electric System Limited
Control centre
1
Operations centres
6
Poles
Approximate number of customers
142,300
Underground vaults
16,515
Cable chambers
10,530
Employees – Toronto Hydro Energy Services Inc.
Average duration of customer power interruptions (minutes)
Length of underground wires (km)
9,700
Average number of customer power interruptions
Primary switches
26,300
Community involvement expenditures
Distribution transformers
62,400
Revenues ($ thousands)
Street-lighting poles
49,000
Operating expenses ($ thousands)
Smart meters
587,000
55
Performance
9,200
612
42 1,562
Labour unions CUPE Local One, Society of Energy Professionals
Length of overhead wires (km)
Vehicles in fleet
684,000
74.52 1.8 $536,420 $2,382,542 $205,472
Conservation & Demand Management (CDM) Reduction (megawatts)
31.4
Savings (megawatt-hours)
64,373
Greenhouse gas emissions (Scope 1 and 2; tonnes of CO2e)
152,700
Energy consumption Total electricity consumed (MWh) Total fuel consumed (GJ)
804,050 126,000
2008 Corporate Responsibility Report 3
Message from the President and Chief Executive Officer
In these uncertain times, individuals who say what they mean, do what they say and do both with integrity are worthy of our respect. The same holds true in business. This is our second CR Report. In the following pages, our goal is to measure our performance in 2008 on a number of different criteria; to identify areas where we did what we said we would do and places where there is still work to be done; and to trace out the path we will follow in order to reach our long-term objectives. Why does measurement matter? It matters because numbers tell a story — a story that helps to quantify success, failure, and challenge. Numbers tell us if we did better today than yesterday. They tell us where to set the bar for tomorrow. For example, in 2008, the numbers indicate that Toronto Hydro-Electric System maintained a more reliable electricity grid than we did in 2007. That’s good news for our approximately 684,000 customers who depend on us day-in day-out to keep the lights on. The numbers also reveal that our electricity CDM programs helped to reduce Toronto’s electricity demand by approximately 31.4 megawatts in 2008. That’s also good news, especially for people who share our concern for environmental responsibility. But numbers are also a reflection of core values. In our case, the numbers speak of our commitment to clean air,
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Toronto Hydro Corporation
energy self-sufficiency, and sustainable business practices. In 2007, on the heels of our first CR Report, the Corporation made a strategic decision to align many of its business processes around one underlying principle: to reduce the Corporation’s environmental footprint over time. And so with this CR Report we have added GHG Emissions and Energy Consumption to our list of assured indicators. By retracing our steps to identify where GHG emissions are present in our operations, we were able to create a baseline last year against which future reductions can be measured. And with that, many other strategic operational decisions will fall into place, be they decisions related to supply chain, hiring, standards, or capital investment. This second CR Report is closely aligned with the Corporation’s long-term business plan. It is as much a measure of our past performance as it is a roadmap that will help to guide our operations going forward. As a result, the Corporation now views its CR Report as one key corporate record of its activities, reflecting on a much wider scope of undertakings than its Annual Report. Where the Annual Report will focus primarily on financial performance issues that are material to the investment community, the CR Report will henceforth be a true measure of the Corporation’s brand promise and commitment to sustainability.
Introduction
We have yet to arrive at a place where Economic, Social and Environmental indicators can be represented in a triple bottom-line balance sheet, in the same way that many financial statements are. But like many other companies that share a commitment to CR reporting, I believe we are moving towards this goal. This 2008 CR Report brings us that much closer, by virtue of our being able to begin quantifying our performance in a disciplined and transparent manner. The rigour of the assurance process by Pricewaterhouse Coopers will also allow us to make prudent carbon related emission reduction decisions and investment in the future. For that, I would like to thank the Environment, Health and Safety Committee of the Board of Directors for its leadership; the cross-functional CR Team for its determination in pursuit of meaningful numbers; and all of our employees, for their hard work in helping to make the Corporation a more sustainable business and engaged community partner.
the CR Report will henceforth be a true measure of the Corporation’s brand promise and commitment to sustainability.
David S. O’Brien President and Chief Executive Officer
2008 Corporate Responsibility Report 5
Independent Reviewer’s Report
To the Board of Directors and Management of Toronto Hydro Corporation We have reviewed selected quantitative performance indicators presented in Toronto Hydro Corporation’s Corporate Responsibility Report for the year ended December 31, 2008 (the Report) and identified below. Toronto Hydro Corporation management is responsible for collection and presentation of the indicators and information set out in the Report. Our responsibility is to review the selected quantitative performance indicators and report our conclusion based on our review. A review does not constitute an audit and consequently we do not express an audit opinion on the quantitative performance indicators.
Scope The scope of our review included the following performance indicators for the year ended December 31, 2008: • Average Duration of Customer Power Interruptions (SAIDI) • Average Number of Customer Power Interruptions (SAIFI) • Community Involvement Expenditures • Customer Electricity Conservation and Demand Management
We also reviewed the following indicators for the years ended December 31, 2007 and December 31, 2008:
interest. We did not review the narrative sections of the Report, except where they incorporated the selected quantitative performance indicators.
Methodology Our review was made in accordance with the International Standard on Assurance Engagements (ISAE) 3000, developed by the International Federation of Accountants. As such, we planned and performed our work in order to provide limited assurance with respect to the selected quantitative information that we reviewed. Our review criteria were based on Global Reporting Initiative (GRI) Sustainability Reporting Guidelines (2006 version), WRI / WBCSD GHG Protocol and Toronto Hydro Corporation management definitions. Our review consisted primarily of enquiry, analytical procedures and discussion related to information supplied to us by Toronto Hydro Corporation.
Conclusion Based on our review, nothing has come to our attention that causes us to believe that the selected quantitative performance indicators noted above are not, in all material respects, presented in accordance with the relevant reporting criteria.
• Energy Consumption • GHG emissions (scope I and II)
The selected quantitative performance indicators were chosen by Toronto Hydro Corporation management primarily on the basis of perceived external stakeholder
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Toronto Hydro Corporation
PricewaterhouseCoopers LLP Toronto, Ontario, Canada July 6, 2009
Introduction Economic Indicators Operating Expenses Revenues
Social Indicators Environmental Indicators Appendices
2008 Corporate Responsibility Report  7
Financial Performance
In 2008, the Corporation’s management team decided that going forward the CR Report would provide only highlights of the company’s financial performance, and that the Annual Report, including detailed financial statements and Management Discussion and Analysis, would be the primary financial document. To view the online version of the Corporation’s Annual Report, see www.torontohydro.com/annualreports. To summarize, the Corporation’s 2008 audited financial statements show that revenues totalled $2.4 billion and operating expenses were $205.5 million. Annual dividend payments of $116.4 million were made to the City of Toronto Shareholder. Both DBRS and Standard & Poor’s currently rate the Corporation ‘A’. Communications Officer, Paul Reesor, works with customers to sort through issues before Toronto Hydro-Electric System crews start work on an underground trench in front of a home. Toronto Hydro-Electric System is investing in the modernization of its infrastructure, and through the work of its community coordinators, aims to maintain a long tradition of positive relations with its neighbours.
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Toronto Hydro Corporation
indicatoR
Revenues
indicatoR
Operating Expenses
Refers to consolidated annual revenues, as reported in the Corporation’s Audited Consolidated Statement of Income.
Economic Indicators
Refers to consolidated annual operating costs, as reported in the Corporation’s Audited Consolidated Statement of Income.
Revenues 2007
2,351 2008
Both DBRS and Standard & Poor’s currently rate the Corporation ‘A’.
2,383 (in millions of dollars)
Operating Expenses 2007
190 2008
205 (in millions of dollars)
2008 Corporate Responsibility Report 9
Financial Performance
2008 Achievement Highlights Installed approximately 171,000 smart meters, leading all Ontario utilities in smart meter installations and bringing the total number of installed smart meters to approximately 587,000. Invested $160.1 million in distribution plant capital.
94.62 per cent of employees had a perfect safety record. Currently have 85 apprentices enrolled in its trades school.
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Toronto Hydro Corporation
2009 Objectives Provide a safe and healthy work environment. Modernize the distribution system. Deliver superior customer service. Maintain financial strength. Work closely with the City to help implement its Climate Change, Clean Air and Sustainable Action Plan. Monitor the progression of Bill 150, Green Energy and Green Economy Act, 2009.
Introduction Economic Indicators social Indicators Community Involvement System Reliability
Environmental Indicators Appendices
2008 Corporate Responsibility Report  11
Community Involvement
The Corporation spent $536,420 last year on community involvement initiatives, which included support for local economic development activities and financial aid for some of the city’s most vulnerable residents. Approximately one-third of total community involvement expenditures was in support of initiatives designed to encourage employee donations and fundraising for the United Way. For example, Toronto’s Chief of Police was invited to employee events to discuss the important role the United Way plays in helping those in need. There was also broader representation on internal United Way teams from each of the Corporation’s locations, which led to greater overall employee awareness and a strong joint effort to make 2008 the best fundraising year yet. Donations through employee contributions and fundraising events reflected this commitment and increased significantly. In total, approximately $212,000 was raised last year for United Way, compared to $194,000 in the year prior. Toronto Hydro-Electric System also put the needs of the community first in other ways. For example, for the fifth year in a row, in association with other local utilities and United Way, Toronto Hydro-Electric System provided financial assistance through the Winter Warmth Fund to low-income customers experiencing difficulties in paying their energy bills. Toronto Hydro-Electric System is a founding member of the Winter Warmth Program, which has been adopted by many utilities across Ontario. The environment is another area in which the Corporation invested in 2008. The Corporation and its employees continued a long-standing tradition of participating in treeplanting events. For example, since 2007, the Corporation has planted approximately 10,000 native trees on City of
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Toronto Hydro Corporation
Toronto properties through a partnership with the Ontario Forestry Association. In addition, through its eleven-year partnership with Local Enhancement and Appreciation of Forests (LEAF), the Corporation will help to plant more than 12,300 trees, of which approximately 2,350 of them were planted in 2008. The Brighter Days Community Involvement initiative helps bring the Corporation’s employees together; it also helps bring them closer to their community. Last year, the Corporation’s employees took part in many community and fundraising events, such as the Run/Walk for the Cure, the United Way CN Tower Climb, Take Our Kids to Work, YMCA Corporate Challenge, Toronto Sci-Tech Fair, Pollution Probe Clean Air Commute, Earth Hour and Earth Day Celebrations. Getting more feedback from our customers was also a key focus in 2008. Toronto Hydro-Electric System began to research the ways in which ‘Customer Satisfaction’ might be integrated into the Corporation’s overall strategic plan. Research showed overall positive customer satisfaction scores of 71 per cent. At year-end, work continued to progress in terms of identifying what a Key Performance Indicator for Customer Satisfaction might entail and how the drivers that make up this indicator could be measured. Helping customers understand smart meters and timeof-use (TOU) rates was another important initiative in 2008. With approximately 587,000 smart meters installed and the technology in place to read and collect data from many of the meters, thousands of customers were invited to take part in a program that allowed them to start viewing their electricity usage on Toronto Hydro-Electric System’s TOU Data Presentment website. Follow-up research conducted after the launch indicated that customers
Assured indicatoR
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Community Involvement Expenditures
social Indicators
Charitable donations made to community-based organizations, including expenditures and donations. This indicator does not include in-kind contributions and department operational costs. It does include memberships and support activities.
were positive about the new site and that they had a good understanding of how time-of-use rates will work. The research also showed that customers’ primary motivation for engaging in conservation practices was managing their electricity costs. Toronto Hydro-Electric System will build on these findings in order to refine the website and various communications tools under development to help customers transition to new time-of-use rates. We are now preparing to transition our customers to these new rates in the future.
2008 Community Involvement Expenditures Community Events & Sponsorships Volunteerism $33,600 $21,500 Health & Safety 6% 4% $56,500 Social Services $193,200
11% Economic Strength $49,500
36%
9%
Patrick McNamara signed up for the coaching/refereeing certification program in 2006 and since then has helped children to reach their potential through sport. The program was introduced through the Corporation’s Brighter Days program in 2004 and since then the Corporation has underwritten certification expenses for approximately 300 employees.
23% Environment $123,600
11% Education $58,600
Note: Numbers may not be precise due to rounding.
2008 Corporate Responsibility Report  13
System Reliability
In 2008, Toronto Hydro-Electric System’s
Joshua Wong, Component Reliability, System Reliability Planning, is part of a small team within Toronto Hydro-Electric System that is working on plans for a ‘smart grid’. In 2009, Toronto HydroElectric System plans to pilot a ‘smart grid community’ of 20,000 customers to test the concept’s feasibility.
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Toronto Hydro Corporation
system reliability improved. The average duration of customer power interruptions was 74.52 minutes, compared to 80.95 minutes in 2007. The average number of customer power interruptions per year was 1.8, compared to 2.0 in 2007. Several new initiatives help to explain the Corporation’s improved reliability performance. One is the creation of a cross-functional team dedicated to what is called ‘grid health’. Grid health is the measure of the operational reliability and stability of the electric power distribution grid. This team, which consists of operations, asset management and control room staff, is responsible for the constant monitoring of Toronto Hydro-Electric System’s electricity grid elements and for proactively dealing with system failures. The mandate for the Grid Health team is to replace equipment that is at risk of failure, repair failed equipment, and execute maintenance programs on existing assets to maximize the reliable life-span of grid components. The team received its mandate in late 2006 and its first full year of activity was 2007. One of the Grid Health team’s first priorities was to deal with issues related to SAIDI, and to that end team members took steps to actively monitor, and when necessary fix, high voltage feeder circuits across the system that experience frequent interruptions. One of their goals for 2009 is to reduce the number of outages on specific electrical supply feeders by 15 per cent.
Assured indicatoR Assured indicatoR
4 5
social Indicators Average Duration of Customer Power Interruptions (SAIDI)
Average Number of Customer Power Interruptions (SAIFI)
SAIDI* SAIFI*
2006
74.61 min.
2.0
2007
80.95 min.
2.0
2008
74.52 min.
1.8
* Note: Excludes Major Event Days
Grid health is the measure of the operational reliability and stability of the electric power distribution grid.
2008 Corporate Responsibility Report  15
System Reliability
There are a number of programs in place for achieving this goal. The first is a vegetation management plan with a goal of reducing tree contacts with overhead power lines and transformers. While the approach might seem straight-forward, implementation will be challenging, given that the City of Toronto’s desire is to increase the urban tree canopy to 30 per cent coverage in 2020 from 18 per cent in 2006. In response, Toronto Hydro-Electric System commissioned the development of an advanced tree trimming model. Instead of trimming one-third of the trees in Toronto Hydro-Electric System’s service territory each year, this model prescribes that trees be trimmed on the basis of system reliability, and more frequently in areas where high voltage feeders are more susceptible to interruptions due to interference from the urban tree canopy.
Other important strategies for dealing with outages — and for restoring power sooner — included the use of fuses which help to isolate outages and fix problems more quickly, as well as greater reliance on automation in those areas where interruptions are most common. Lastly, a proactive approach to maintenance has also helped to improve the company’s SAIDI results. For example, batteries in switch gear that used to be replaced at end-of-life are now replaced before end-of-life, a move that is designed to avoid some outage problems before they can occur. The year ended with the unexpected and sad news that a dog had died through contact voltage. Toronto HydroElectric System began to investigate the extent of the problem and to inspect city streets for other potential problems. Toronto Hydro-Electric System will continue to monitor and remediate problems that are detected.
Stakeholder Testimonial Toronto Hydro Corporation has been an outstanding partner and supporter of the YMCA of Greater Toronto and our work with children and youth. In 2008, Toronto Hydro Corporation had 49 teams of four employees who participated in the YMCA Corporate Team Challenge and raised $1,750 in pledges to the YMCA Strong Kids Campaign that helps low income children and youth go to camp, join the YMCA, take swimming lessons, find a job, learn leadership skills, in short, grow stronger in spirit, mind and body. Toronto Hydro Corporation has “staying power”. For three years in a row, they have shown leadership with the highest level of participation of any corporation in this fun event that does so much to build strong kids, strong families and strong communities. Many Toronto Hydro Corporation employees are actively involved as volunteers throughout the year. This allows the company to truly understand the role
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Toronto Hydro Corporation
the YMCA plays in local communities and the need for financial support for the work we do. I commend Toronto Hydro Corporation’s leadership role in reporting to their stakeholders and the community at large using a “triple bottom-line” approach. The balanced view of the corporation’s contribution to the communities where their customers and employees live is very progressive and certainly models the kind of responsibility we would like to see demonstrated by all our corporations. We are delighted to have a strong and long-lasting relationship with such a compassionate and committed organization and we look forward to many more years of working closely with Toronto Hydro Corporation to make a difference in the lives of children, youth and families. —Scott Haldane, President and CEO of the YMCA of Greater Toronto
Introduction Economic Indicators Social Indicators environmental Indicators Greenhouse Gases energy use Conservation and Demand Management
Appendices
2008 Corporate Responsibility Report  17
Greenhouse Gases
Internal Initiatives The Corporation’s strategic focus on greenhouse gas emissions is partly driven by its commitment to sustainability, partly by the passage of the City of Toronto’s Climate Change, Clean Air and Sustainable Energy Action Plan (July, 2007) and partly by the Province of Ontario’s conservation and demand management focus which envisions a sustainable conservation culture. The City’s policy, which Toronto Hydro Energy Services (“TH Energy”) staff helped to develop, includes greenhouse gas reduction targets of six per cent by 2012 and 30 per cent by 2020. The provincial policy advocates that consumers should pay the true cost of electricity and that renewable sources of energy should be used to offset coal-generated electricity, which the Province has stated will end in 2014 (Bill 100) . With GHG emissions reduction as a key corporate focus, staff was asked to operationalize the company’s goal of becoming carbon neutral over time. An Environmental Footprint team, comprised of approximately 30 employees,
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Toronto Hydro Corporation
as well as external experts, was established and the team’s recommendation, which was subsequently approved by management, was to concentrate the Corporation’s GHG emissions reduction efforts in four areas: • SF6 gas management • Line loss reduction • Fleet efficiency • Facilities efficiency Within these parameters, the team committed to a disciplined approach to gathering data, based on the WRI/WBCSD GHG Protocol (an approach that requires the calculation of associated emissions and establishment of a baseline against which all future reductions could be measured). All data that is reported in the following pages is in compliance with the WRI/WBCSD GHG Protocol. At the end of each section, there is a chart to compare the 2007 baseline year to 2008 results.
Assured indicatoR
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environmental Indicators Greenhouse Gases
Greenhouse gas emissions (Scope 1 and 2) that occur within the boundaries of Toronto Hydro Corporation. Emissions are measured in CO2 equivalents (CO2e).
SF6 Gas Sulphur hexafluoride (SF6) gas is an insulating gas that is used in electrical transformers, compact electrical switchgear and switch interrupting devices to de-ionize electricity; it also provides electrical insulation and extinguishes electrical arcs that can lead to faults and damage to electrical infrastructure such as sub-stations. SF6 gas has seven times the density of air. Over time, it has been known to leak from circuit breakers, typically at a rate of approximately three per cent per year for older equipment and one per cent per year for new equipment. When this happens, SF6 gas does not break down (its lifecycle is estimated to be in the thousands of years), rather it is released directly into the atmosphere. While it is not toxic to breathe, it is considered by the United Nations Framework Convention on Climate Change (UNFCCC) to be a potent greenhouse gas. In 2008, Toronto Hydro-Electric System’s equipment containing SF6 gas released the equivalent of 500 tonnes of CO2. In most of its existing equipment, oil, not SF6 gas, is used as an insulating medium. When Toronto Hydro-Electric System’s existing equipment reaches the end of its lifecycle, it will need to be replaced; however, the equipment that is currently on the market, even though it meets Toronto Hydro-Electric System’s specifications for safety, efficiency and capacity, often contains SF6 gas. Over time, if more of this equipment is purchased in order to maintain a safe and reliable grid, Toronto Hydro-Electric System’s SF6 emissions would increase.
Engineers like Aisha Bukhari and Daniel Smart are part of a team of engineers who are looking at ways to enhance the performance of Toronto Hydro-Electric System’s electricity grid through new technology. One of their areas of focus will be potential substitutes for SF6 insulated equipment.
2008 Corporate Responsibility Report 19
Greenhouse Gases
Toronto Hydro-Electric System is aware of the challenge it will face in terms of balancing system reliability and efficiency with health and safety issues. Through its Standards and Policy Planning Department, Toronto Hydro-Electric System last year began to investigate options to procure SF6 insulated equipment through manufacturers that are particularly vigilant about preventing leakage. Our engineers are currently looking at the potential for solid dielectric technology as a substitute for SF6 equipment. In the meantime, the Standards and Policy Planning team has included ‘Effect on the Environment’ in the list of criteria to be considered before a process or standard is changed.
Line Loss Line loss refers to energy that is ‘lost’ as it travels across power lines. These losses occur, in varying amounts, no matter how efficiently transmission or distribution systems are engineered. Line losses can be reduced somewhat through design and technology changes, but not eliminated. For 2007, Toronto Hydro-Electric System’s baseline year, greenhouse gas emissions from line loss totalled approximately 144,000 tonnes of CO2e – the equivalent of approximately three per cent of the total amount of electricity that Toronto Hydro-Electric System delivers to customers each year. To minimize line loss and make its distribution assets more efficient, Toronto Hydro-Electric System continued to invest in new transformers and to work on implementation of a voltage conversion program. Upgrades made through the utility’s infrastructure renewal program — Project
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Toronto Hydro Corporation
Rebuild — are also helping to mitigate these losses. In 2008, as a result of these initiatives, line losses were steady at three per cent. Toronto Hydro-Electric System’s conservation and demand management programs, well-established since they began in 2005, also have a role to play in minimizing line losses over the long-term. Lower peak demand — through milder temperatures and initiatives such as load shifting and peak shaving — leads to reduced line loss which, in turn, means less GHG emissions. Conservation programs, the possible introduction of renewable energy and the use of distributed generation, may all have a positive impact on GHG emissions. (A full description of Toronto Hydro-Electric System’s CDM programs can be found on page 28) By far the biggest contributor to a reduction in GHG emissions from line loss will come when the Province closes its remaining coal-generating facilities, which is projected for 2014. With this shift, Scope 2 GHG emissions resulting from line losses on Toronto Hydro-Electric System’s distribution system are expected to drop from 140,600 tonnes of CO2e (2008) to approximately 21,000 tonnes per year (see Sidebar on page 22 for definition). As noted in the 2007 Corporate Responsibility Report, the City of Toronto is now one of the most densely smartmetered municipalities in the world; and in 2008, in addition to pushing forward with its roll-out of residential smart meters, Toronto Hydro-Electric System also started installing ‘distribution transformer meters’ (essentially ‘outdoor’ smart meters positioned on our grid), as another way of reducing line losses. The ‘outdoor’ meters will allow the company to identify where power is literally being
environmental Indicators
Process Map: GHG emissions – Line losses start
Daily statements are downloaded from Independent Electricity System Operator (IESO)’s website and summarized into monthly “kWh Purchased”*. It includes electricity purchased from IESO and non-utility generation (NUGS). Load transfer to another Local Distribution Company (LDC) and the Supply Facilities Loss Factor (SSLF) are subtracted. The SSLF is calculated by Hydro One.
Value of monthly “kWh Sold”** is obtained by dividing “kWh purchased” by Distribution Loss Factor (DLF). DFL is an average of THESL’s previous years’ losses.
Monthly values are added to obtain annual “kWh Purchased” and “kWh Sold” respectively.
Toronto HydroElectric System’s conservation and demand management programs also have a role to play in minimizing line losses over the long-term.
Annual Line Losses are determined by subtracting “kWh sold” from “kWh purchased”.
kWh
GHG emissions are calculated using Environment Canada’s Emission Factors.
Tonnes Of CO2e
GHG emissions from annual line losses are recorded in the carbon inventory.
end * kWh Purchased: electricity received by THESL ** kWh Sold: electricity delivered to THESL customers
2008 Corporate Responsibility Report 21
Greenhouse Gases
Definitions: Greenhouse gases (GHGs): The atmospheric gases responsible for causing global warming and climate change. The major GHGs are carbon dioxide (CO2), methane (CH4) and nitrous oxide (N20). Less prevalent — but very powerful — greenhouse gases are hydrofluorocarbons (HFCs), perfluorocarbons (PFCs) and sulphur hexafluoride (SF6). Source: United Nations Framework Convention on Climate Change (UNFCCC) Scope 1 GHG emissions: A reporting company’s emissions generated by sources that are owned or controlled by the reporting company. Source: The Greenhouse Gas Protocol, Corporate Standard. Scope 2 GHG emissions: Accounts for GHG emissions from the generation of purchased electricity consumed by the company. Purchased electricity is defined as electricity that is purchased or otherwise brought into the organizational boundary of the company. Scope 2 emissions physically occur at the facility where electricity is generated. Source: The Greenhouse Gas Protocol, Corporate Standard. Scope 3 GHG emissions: An optional reporting category that allows for the treatment of all other indirect emissions. Scope 3 emissions are a consequence of the activities of the company, but occur from sources not owned or controlled by the company. Source: The Greenhouse Gas Protocol, Corporate Standard.
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Toronto Hydro Corporation
‘stolen’ through illegal activities such as marijuana grow-operations. In 2008, a total of 20 such meters were installed. The reduction of power theft will result in less electricity being carried over the system, and therefore should contribute to a reduction in line loss. Toronto Hydro-Electric System also participated in the Ontario Smart Grid Forum and began work on a Torontofocused smart grid strategy. The term ‘smart grid’ refers to the application of advanced information, communications, and electrical/electronics technology, to optimize the electric infrastructure, enhance customer experience, and promote environmental sustainability. Among their many benefits, in time, smart grids are expected to minimize line loss by re-routing electricity around areas where high losses are common, by increasing grid voltage and by improving the power quality at the delivery point at customers’ premises.
Line Loss (scope 2) 2007 Baseline
144,000
2008 Results
140,600
(Tonnes of CO2e)
75,000
100,000
125,000
150,000
175,000
environmental Indicators
Fleet Based on the Corporation’s overarching plan to align its environmental footprint plan with the City of Toronto’s climate change and smog targets, a strategy was agreed upon last year that will seek to reduce GHG emissions from Toronto Hydro-Electric System’s fleet by 50 per cent over time. In 2008, Toronto Hydro-Electric System set out to reach this goal, first by establishing a baseline using data from 2007, and secondly, by measuring its performance in 2008 against the baseline. GHG emissions for the 2007 baseline year were estimated at 4,500 tonnes of CO2e. For 2008, GHG emissions totalled 4,500 tonnes of CO2e. The GHG emissions were calculated by totalling fuel use by fuel type and applying the appropriate emission factors. Emissions sources included biodiesel, which is used by approximately one-third of the vehicles in Toronto HydroElectric System’s fleet. The utility also uses a 10 per cent ethanol mixed fuel in its gas-powered vehicles (a cleaner alternative to unmixed fuel). In terms of actions taken to reduce emissions from its fleet, in 2008 Toronto Hydro-Electric System began experimenting with crane trucks, which are more compact than traditional bucket trucks and therefore ideal for work done in tighter spaces. Because of their smaller engine size, crane trucks are also more fuel efficient than larger bucket trucks. One crane truck was brought into service in 2008; a total of three will be in use in 2009. Making sure the right vehicle is used for each job — also called fleet optimization — is another way in which Toronto Hydro-Electric System began to take steps last year to
Renzo Cacciotti, Supervisor, Fleet Assets & Maintenance at Toronto Hydro-Electric System’s Commissioner Street facility, helped to develop a system that keeps the emergency lights on the company’s bucket trucks flashing, even when the engines are turned off to avoid idling and reduce emissions.
2008 Corporate Responsibility Report 23
Greenhouse Gases
reduce GHG emissions from its fleet. It is expected that fleet optimization will be a critical part of the environmental footprint strategy. Moving forward, Toronto Hydro-Electric System will face several challenges in being able to reduce its fleet emissions by 50 per cent, relative to the baseline year. The first is a human resource challenge: In 2007, Toronto Hydro-Electric System commenced the refurbishment of parts of its aging infrastructure. The utility also increased the hiring of new apprentices to learn the electrical trades. Teaching them and monitoring their progress is done in small teams, which, in the short-term, will require more trucks to be available for field instruction and mentoring purposes, hence driving emissions up in the near term. Another challenge is technology: While hybrid cars are relatively common, hybrid bucket trucks are still relatively rare. Toronto Hydro-Electric System is committed to using hybrid technology where feasible. However, at this time, the vehicles are not readily available. Toronto Hydro-Electric System is looking into purchasing five of these vehicles in 2009, as well as 15 new hybrid SUVs. Longer-term, Toronto Hydro-Electric System sees replacing many vehicles that reach the end of their life cycle with hybrid vehicles, as well as increasing its reliance on biodiesel fuel, as an important part of its overall greenhouse gas reduction strategy.
A final challenge is cost: one of Toronto Hydro-Electric System’s main priorities is the safety of its workers and of the community it serves. There may be instances where decisions made on the basis of safety will lead to an increase in greenhouse gas emissions or increased costs. Should this happen, it is our intention to seek GHG emissions reductions in other areas as a way of achieving the overall target.
Fleet (scope 1) 2007 Baseline
4,500
2008 Results
4,500
(Tonnes of CO2e)
2,000 2,500 3,000 3,500 4,000 4,500 5,000
Note: Numbers are not precise due to rounding. Actuals are 4,542 and 4,467 tonnes of CO2e for 2007 and 2008 respectively.
We are proud to partner with Toronto Hydro Corporation to achieve GHG emission offset targets by enhancing the tree cover in and around our city. — Carla Grant, Executive Director, Ontario Forestry Association
24
Toronto Hydro Corporation
environmental Indicators
400,000
600,000
800,000
1,000,000
Investment Recovery Volumes (LBS)
200,000
Throughout 2007 and 2008, staff from TH Energy and the Corporation worked in collaboration with City of Toronto staff to identify roadblocks that might be impeding the City’s ability to meet its sustainability goals. TH Energy initiated public consultations as part of the Environment Assessment process that will determine if the construction of an anemometer in Lake Ontario can proceed (An anemometer is a device that is used to measure wind patterns). Public and media interest in the project was very high, with over 1,000 people attending the first public event in November to hear the proposal. In terms of its own facilities, Toronto Hydro-Electric System is committed to waste diversion and investment recovery as a way of becoming more sustainable. In 2008, the waste diversion rate for offices was 82.7 per cent; and for operations, it was 86.3 per cent. Across all locations, electricity consumption was reduced to 22,870 MWh in 2008 from 25,580 MWh in 2007. In addition, in 2008, over 4,200 tonnes of transformer scrap, wood, oil, and yard waste were diverted for recycling, resulting in a GHG emissions reduction of approximately 73 tonnes. Through its investment recovery process, Facilities staff monitors and tracks everything from oil to furniture to cable, and has developed a network of contacts who either re-purpose or purchase waste so that it is not sent directly to landfill.
Facilities
Copper
Aluminum
Lead
Sundry Non ferrous
2008
Steel
2007
Meters
2006
2008 Transformers Recycled Pole Mount Transformers Pad Mount Transformers
1128 105
2008 Corporate Responsibility Report 25
Greenhouse Gases
Of note, TH Energy is part-owner of a wind turbine with a community co-operative named WindShare. The wind turbine, located on the grounds at Exhibition Place, was commissioned in 2003.
Facilities Natural Gas (Scope 1) 2007 Baseline
3,200
2008 Results
3,000
(tonnes of CO2e)
1,500
2,000
2,500
3,000
3,500
4,000
Electricity (Scope 2*)
Jennifer Reynolds heads up the cross-functional internal Corporate Responsibility team within Toronto Hydro Corporation. For a list of team members, community partners and key stakeholders, see pages 34 and 36.
2007 Baseline
4,600
2008 Results
4,100
(Tonnes of CO2e)
2,000 2,500 3,000 3,500 4,000 4,500 5,000
* Transmission stations are not included in this inventory.
Greenhouse Gas inventory total GHGs (Scope 1) 2007 Baseline
8,200
2008 Results
8,000
(tonnes of CO2e)
3,000 4,000 5,000 6,000 7,000 8,000 9,000
Total GHGs (Scope 2)
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Toronto Hydro Corporation
2007 Baseline
148,600
2008 Results
144,700
(tonnes of CO2e)
75,000 100,000 125,000 150,000 175,000 200,000
7
Assured indicatoR
environmental Indicators Energy Consumption
Includes electricity and natural gas consumed by facilities, fuels consumed by vehicles and equipment and line losses per year. It does not include propane or electricity generated from onsite sources such as solar panels.
Energy Consumption
Stakeholder Testimonial
Electricity Used * 2007
25,580
2008
22,870
(MWh)
10,000
15,000
20,000
25,000
30,000
* Transmission stations are not included in this inventory.
Line losses 2007
800,090
2008
(MWh)
781,190 400,000
600,000
800,000
1,000,000
Total Electricity consumed 2007
825,670
2008
(MWh)
804,050 400,000
600,000
800,000
1,000,000
Numbers may not be precise due to rounding.
TOTAL FUEL CONSUMED 2007
129,000
2008
(GJ)
126,000 40,000
60,000
Our original partnership started with the Scarborough P.U.C. supporting our Backyard Tree Planting Program. Post amalgamation, we made a pitch to Toronto Hydro to continue and grow the partnership. They accepted, and our Backyard Planting Program grew to cover the whole new City of Toronto. With support from Toronto Hydro and other partners, LEAF has planted over 13,000 trees and shrubs across Toronto. In addition to supporting our Backyard Tree Planting Program, we also work with Toronto Hydro to hold an annual Earth Day Tree Planting Event. This fun-filled event brings out Toronto Hydro employees and their families for a day of planting, mulching and cleaning up. Over the past six years, Toronto Hydro has invested significantly in making sure that this day is a special and rewarding experience for employees. Rain or shine (and even through a thunderstorm one year!) the volunteers who come out put their heart and soul into the job, planting hundreds of trees and shrubs each year and maintaining past years’ plantings as well. Toronto Hydro has been a very supportive, responsive and engaged partner. They sincerely care about Toronto’s urban forest and want to lend their support. They work cooperatively with us, listening to and respecting our experience and expertise. Toronto Hydro has demonstrated its environmental leadership in many ways, and this is another great example. Reporting on environmental performance is a progressive approach to corporate responsibility. Toronto Hydro is setting an example that I hope many other companies follow. — Janet McKay, Executive Director, Local Enhancement and Appreciation of Forests (LEAF)
80,000 100,000 120,000 140,000
2008 Corporate Responsibility Report 27
External Initiatives
Customer Conservation and Demand Management Initiatives In 2008, Toronto Hydro-Electric System continued to score high marks for its Conservation and Demand Management initiatives, winning several industry, marketing and public relations awards for its innovative approach to executing CDM programs and, more importantly, moving the utility further towards its goal of reducing electricity consumption in Toronto. Following are a few of the many Conservation and Demand Management programs that Toronto Hydro-Electric System has rolled out since 2005: peaksaver ®. This is one of Toronto Hydro-Electric System’s core peak reduction programs. peaksaver is a switch that is installed on central air conditioners to cycle them down when electricity demand is high. Toronto Hydro-Electric System had installed 49,967 peaksaver switches by the end of 2008; if the switches are activated at 35 degrees Celsius, demand in Toronto can be reduced by approximately 57.5 megawatts.
Low-Income housing. Toronto Hydro-Electric System has a very successful ongoing program with Social Housing Services Corporation — a provincial agency which represents all publicly-owned social and low-income housing. In 2008, Toronto Hydro-Electric System provided financial incentives to reduce demand in the social housing sector by approximately 2.8 megawatts through a light bulb replacement program in over 12,000 tenant units in the City of Toronto. An energy saving of approximately 6,454 megawatt-hours was also achieved.
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Toronto Hydro Corporation
Festive Light Exchange. Since 2005, Toronto HydroElectric System Limited has worked with the City of Toronto and Toronto Association of Business Improvement Areas to hold Festive Light Exchanges in neighbourhoods across Toronto. At these events, local area residents are invited to exchange two traditional incandescent light strings for one free string of LED lights. Since its inception, the program has grown to 18 Business Improvement Areas from four. In 2008, the program achieved demand reduction of 2.0 megawatts and energy savings of approximately 305 megawatt-hours, with a total of over 18,800 strings of energy-wasting incandescent lights being exchanged for approximately 9,550 strings of LED lights. Since the program began, an estimated 53,400 strings of incandescent lights have been collected and over 26,000 LED lights have been distributed, achieving approximately 5.6 megawatts of demand reduction and 790 megawatt-hours of energy savings. Keep Cool. This popular summertime program, which began in 2004, is executed in partnership with The Clean Air Foundation. Held at The Home Depot stores across Toronto, last year Toronto Hydro-Electric System collected approximately 7,750 room air conditioners and took an estimated 3.7 megawatts of peak demand from the grid, which translated into 2,025 megawatt-hours of energy savings. In return for their energy-wasting air conditioning units, customers received a $25 gift card to spend at The Home Depot. Since it was launched, the Keep Cool program has collected more than 25,000 room air conditioners.
Assured indicatoR
8
environmental Indicators Customer Electricity Conservation and Demand Management
Total kilowatt-hours and kilowatts saved by customers due to conservation and demand management programs implemented by Toronto Hydro-Electric System Limited.
In 2008, Toronto Hydro-Electric System rolled out several customer CDM programs including (clock-wise from top): Keep Cool; Business Improvement Program; Festive Light Exchange.
2008 Corporate Responsibility Report  29
External Initiatives
Business Incentive Program. This program encourages and rewards energy-efficient renovations to commercial buildings. Toronto Hydro-Electric System offers financial incentives (based on approved kilowatts saved) to owners and operators of commercial buildings including multi-use, commercial, office, retail, restaurants, convenience stores, hotel properties and condominiums. In 2008, the program approved 107 applications and achieved 8.5 megawatts of demand reduction and 32,544 megawatt-hours of energy savings. The target for 2009 is the same as for 2008 (6.7 megawatts). Power Savings Blitz. There are an estimated 65,800 small business owners in Toronto, each with their own energy needs. The new Power Savings Blitz program is designed with the needs of small business owners in mind. Customers who use up to 50 kilowatts or less annually can arrange for an assessor to provide a list of energy-efficient upgrades, free of charge. If the owner decides to do the work, Toronto Hydro-Electric System will fund up to $1,000 in materials and labour, as well as arrange for a licensed electrical contractor to install the related equipment. Toronto Hydro-Electric System’s 2009 goal for this program, which was launched in Fall 2008, is to complete retrofits for approximately 4,700 small businesses. Take a Load Off Toronto. The purpose of this program was to raise awareness about the importance of reducing household energy consumption during summertime peak demand. Over the course of three weekends in 2008, Toronto Hydro-Electric System went in-store at select retailers across Toronto and gave away
30
Toronto Hydro Corporation
approximately 75,000 clotheslines, as well as instant discounts on compact fluorescent lights and cold water washing detergent. In total, Toronto Hydro-Electric System participated in 144 in-store events. Through this program, Toronto Hydro-Electric System removed an estimated 1.6 megawatts of peak demand from the grid, achieved 18,859 megawatt-hours of energy savings and connected with roughly 75,000 Torontonians about conservation opportunities. In addition to these programs, Toronto Hydro-Electric System continued its smart meter installation program. From May 2007 to September 2008, over 250,000 customers received smart meters, and approximately 85 per cent of all Toronto Hydro-Electric System residential customers have a smart meter. (The Time-of-Use rate chart shown above is one of the tools that Toronto Hydro-Electric System uses to help customers with the transition to smart meters.)
Introduction Economic Indicators Social Indicators Environmental Indicators Appendices
Governance Risk Management Community Partners and Stakeholders Contact Information
2008 Corporate Responsibility Report  31
Governance
The Board of Directors of the Corporation is composed of eight independent Directors, the Deputy Mayor and two City Councillors. It has four regularly scheduled meetings each year and meets as often as is necessary to fulfill its responsibilities to the Corporation. The Board of Directors believes that its ability to discharge its responsibilities is enhanced by the active participation of committees in the Corporate Governance process. Currently there are four committees of the Board of Directors: Corporate Governance, Audit, Compensation, and Environment, Health and Safety. Each committee meets regularly throughout the year and provides an update at meetings of the Board of Directors on material matters considered by the committee. www.torontohydro.com
Audit Committee The primary function of the Audit Committee is to assist the Board of Directors in fulfilling its responsibilities with respect to financial reporting, internal financial control structure, financial risk management and external audit functions. In accordance with rules promulgated by Canadian Securities Administrators, the Audit Committee has implemented a policy on provision of services by external auditors and a policy on submission and treatment of complaints regarding accounting or audit matters. www.torontohydro.com
32  
Toronto Hydro Corporation
Corporate Governance Committee The primary function of the Corporate Governance Committee is to assist the Board of Directors in fulfilling its corporate governance oversight responsibilities. The Corporate Governance Committee is responsible for developing, and ensuring compliance with, governance policies and procedures. www.torontohydro.com
Compensation Committee The primary function of the Compensation Committee is to advise and assist the Board of Directors with respect to the assessment of the performance and compensation of the Chief Executive Officer, and oversight of the compensation structure and benefit plans and programs of the Corporation and its affiliates. www.torontohydro.com
Environment, Health and Safety Committee The primary function of the Environment, Health and Safety Committee is to advise and assist the Boards of Directors with respect to environment, health and safety matters arising out of the activities of the Corporation and its affiliates. www.torontohydro.com
Appendices
Risk Management In 2004, a Risk Management assessment was conducted and was subsequently updated in 2006. In 2008, the plan was updated again and will be completed in 2009. As noted in the 2007 Corporate Responsibility report, health and safety have been identified as key risks for Toronto Hydro-Electric System employees. Further to its implementation of the ZeroQuest program in 2007, by late 2008, Toronto Hydro-Electric System had moved from the ‘Commitment’ level to the ‘Effort’ level in the ZeroQuest health and safety management system. The Commitment Level is the first step in ZeroQuest®. This step exemplifies a firm’s dedication to completing all steps necessary to create and sustain a successful health and safety system. The Commitment Level requires firms to plan for a sustainable health and safety system. This includes not only having the basic documentation that meets the needs of the firm, but also ensuring each person within the organization has internalized the critical information to work safely. The key to success at the Effort Level is the integration of health and safety into the firm’s business plan. Firms must perform a risk assessment to identify and prioritize hazards which can then be used in the development of a health
and safety business plan. At the Effort Level it is required that the firm implement elements of a managed health and safety system. At the Effort Level, a firm works toward integrating its health and safety system with productivity and profitability. This is done by establishing measurable strategic objectives and setting goals to attain them. Of particular note is the fact that compensable injuries decreased by 20 per cent in 2008, due partly to the introduction of a change in approach that saw safety site inspections increase to 20 per month, up from an average of five in the year prior. www.torontohydro.com
Code of Conduct The Corporation’s Code of Business Conduct details the company’s commitments to key stakeholders including the Shareholder, customers, employees, contractors, and the community. A copy of the Code can be viewed at www. torontohydro.com in the Corporate Responsibility menu. The Corporation has an Ethics and Compliance Officer to deal with issues of potential non-compliance with the Code. www.torontohydro.com
2008 Corporate Responsibility Report 33
Governance
Community Partners
Key Stakeholders
Altruvest Performance Improvement for Charities Centre for Energy City of Toronto Tree Advocacy Program Citywatch The Clean Air Partnership The Duke of Edinburgh’s Award FLAP Greater Toronto Marketing Alliance Green$aver LEAF Local Enhancement & Appreciation of Forests The Learning Partnership Ontario Forestry Association Pollution Probe Smog Summit Toronto Association of Business Improvement Areas (TABIA) Toronto Board of Trade United Way Winter Warmth Fund Volunteer Toronto White Ribbon Campaign WindShare
Canadian Electricity Association City of Toronto City of Toronto Urban Forest Coalition of Large Distributors Electrical Safety Authority Electricity Distributors Association Environment Canada Heart & Stroke Foundation Independent Electricity System Operator Ministry of Energy and Infrastructure Ministry of Labour Office of the Premier of Ontario Ontario Energy Association Ontario Energy Board Ontario Energy Network Toronto Atmospheric Fund Toronto Environmental Alliance United Way of Greater Toronto Workplace Safety and Insurance Board (WSIB)
34  
Toronto Hydro Corporation
Appendices
Forward-looking Information Certain information included in this CR Report contains “forward-looking information”. Forward-looking information means disclosure regarding possible events, conditions or results that is based on assumptions about future economic conditions and courses of action or attributable to third parties. In some cases, forward-looking information can be identified by terminology such as “may”, “will”, “should”, “expect”, “anticipate”, “believe”, “estimate”, “predict”, “potential”, “continue”, “plan” and similar expressions or the negative of these terms or other comparable terminology. Although the Corporation believes that it has a reasonable basis for the forward-looking information included in this CR Report, such information is subject to a number of risks, uncertainties and assumptions that may cause actual events, conditions or results to differ materially from those contemplated by the forwardlooking information. Some of the factors that could cause such differences include social, legislative or regulatory developments, financial market conditions and general economic conditions. Except to the extent required by applicable laws and regulations, the Corporation does not undertake any obligation to update publicly or to revise any of the forward-looking information included in this CR Report after the date thereof, whether as a result of new information, future events or circumstances or otherwise.
2008 Corporate Responsibility Report 35
Governance
Environmental Footprint Team
Cross-functional CR Team
Angie Melilo Anthony Policicchio Ben Sheng Blair Peberdy Charlton Perry Cyril DaSilva David Powell Denise Flores Emily Agular Franco Calvello Gord Baird Jim Trgachef John Borowitz John Petras Joshua Wong Joyce McLean Kevin Lewis Owen Nash Patrick Leung Peter Lo Renzo Cacciotti Richard Oliver Tehzin Dhanani Roy Cung Thor Hjartarson Tony Pardal Jennifer Reynolds
Community Involvement: Paul Reesor Conservation and Demand Management: Gavin Gao Roy Chung Facilities: David Ethier William Begley Fleet: Renzo Cacciotti Patricia Yong Franco Calvello Line Loss: Ramesh Chadha Ginny Tam Anthony Lam Reportable Environmental Incidents: Richard Oliver Tehzi Dahnani SAIDI/SAIFI: Robert Fanone Peter Lo SF6 Gas: Robert Glavanov Other: Daniel Smart Joshua Wong Aisha Bukhari Jennifer Reynolds
36
Toronto Hydro Corporation
CR Contact Information Blair Peberdy Vice President Communications & Public Affairs Chief Conservation Officer 14 Carlton Street, Suite 900 Toronto, ON M5B 1K5 416 542 2515 bpeberdy@torontohydro.com
2008 Corporate Responsibility Report 37
Toronto Hydro Corporation 14 Carlton Street Toronto, ON M5B 1K5 www.torontohydro.com