toronto hydro corporate responsibility report

The Measure of Our Corporate Responsibility

Commitment

We invite you to visit our online Annual Report at www.torontohydro.com/annualreports

2008 RepoRt

2 ToronTo Hydro CorporaTion

2 ToronTo Hydro CorporaTion

2Introduction2008 VitAl SignS

MeSSAge fRoM the PReSident And Chief exeCutiVe offiCeR

indePendent ReVieWeR’S RePoRt

7Economic Indicators

oPeRAting exPenSeSReVenueS

11Social Indicators

CoMMunity inVolVeMent exPendituReSAVeRAge duRAtion of

CuStoMeR PoWeR inteRRuPtionSAVeRAge nuMbeR of

CuStoMeR PoWeR inteRRuPtionS

17Environmental Indicators

gReenhouSe gAS eMiSSionSeneRgy ConSuMPtion

ConSeRVAtion And deMAnd MAnAgeMent

31Appendices

goVeRnAnCeRiSk MAnAgeMent

CoMMunity PARtneRS And StAkeholdeRSContACt infoRMAtion

toRonto HydRo CoRpoRation2008 CoRpoRate Responsibility RepoRt

2 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 32 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 3

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.

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

icon — — is used to direct them to the Corporation’s

website. an online version of this report is available on

www.torontohydro.com.

Introduction


CoRPoRAte ASSetSelectricity delivered (megawatt hours) 25,139,059

Peak load (June 2008) 4,564 megawatts (approx. 18% of Provincial peak)

Control centre 1

operations centres 6

Poles 142,300

underground vaults 16,515

Cable chambers 10,530

length of overhead wires (km) 9,200

length of underground wires (km) 9,700

Primary switches 26,300

distribution transformers 62,400

Street-lighting poles 49,000

Vehicles in fleet 612

Smart meters 587,000

PeoPleApproximate number of customers 684,000

employees – toronto hydro Corporation 42

employees – toronto hydro-electric System limited 1,562

employees – toronto hydro energy Services inc. 55

labour unions CUpe local one, society of energy professionals

PeRfoRMAnCeAverage duration of customer power interruptions (minutes) 74.52

Average number of customer power interruptions 1.8

Community involvement expenditures $536,420

Revenues ($ thousands) $2,382,542

operating expenses ($ thousands) $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) 804,050

total fuel consumed (gJ) 126,000

InTROduCTIOn2008 Vital Signs

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).


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,

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.

Message from the President and Chief Executive Officer


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.

david s. o’brien

president and Chief Executive officer

InTROduCTIOn

tHe CR RepoRt will HenCefoRtH be a tRUe measURe of

tHe CoRpoRation’s bRand pRomise and

Commitment to sUstainability.


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.

ScopeThe 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:

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

interest. We did not review the narrative sections of

the report, except where they incorporated the selected

quantitative performance indicators.

Methodologyour 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.

concluSionBased 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.

pricewaterhouseCoopers LLp

Toronto, ontario, Canada

July 6, 2009

Independent Reviewer’s Report


opeRating expensesRevenUes

ECOnOMIC IndICATORS

SOCIAl IndICATORS

InTROduCTIOn

EnVIROnMEnTAl IndICATORS

APPEndICES


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.


ECOnOMIC IndICATORS

Operating ExpensesRefers to consolidated annual operating costs, as reported in the Corporation’s Audited Consolidated Statement of income.

in

dic

ato

RRevenuesRefers to consolidated annual revenues, as reported in the Corporation’s Audited Consolidated Statement of income.

in

dic

ato

R

RevenUes

(in MiLLionS oF doLLarS)

(in MiLLionS oF doLLarS)

2,351

2,383

2007

2008

opeRating expenses

190

205

2007

2008

botH dbRs and standaRd & pooR’s CURRently

Rate tHe CoRpoRation ‘a’.


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.

2009 Objectivesprovide 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.


CommUnity involvementsystem Reliability

SOCIAl IndICATORS

ECOnOMIC IndICATORS

InTROduCTIOn


APPEndICES


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 tree-

planting events. For example, since 2007, the Corporation

has planted approximately 10,000 native trees on City of

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 time-

of-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

Community Involvement


SOCIAl IndICATORS3a

SS

uR

ed

in

dic

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R Community Involvement ExpendituresCharitable 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.

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.

2008 CommUnity involvement expenditURes

Volunteerism $21,500

health & Safety $56,500

Community events & Sponsorships

$33,600

economic Strength $49,500

Social Services $193,200

environment $123,600

education $58,600

6%

11%

4%

36%9%

23%

11%

note: numbers may not be precise due to rounding.


in 2008, toRonto HydRo-eleCtRiC system’s

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.

System Reliability

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 hydro-electric System plans to pilot a ‘smart grid community’ of 20,000 customers to test the concept’s feasibility.


SOCIAl IndICATORS

aS

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Average number of Customer Power Interruptions (SAIFI)5

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ica

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Average duration of Customer Power Interruptions (SAIdI)4

gRid HealtH is tHe measURe of tHe opeRational Reliability and stability

of tHe eleCtRiC poweR distRibUtion gRid.

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


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 Hydro-

Electric 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.

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

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

STAkEHOldER TESTIMOnIAl

System Reliability


gReenHoUse gaseseneRgy Use

ConseRvation and demand management


ECOnOMIC IndICATORS

InTROduCTIOn

SOCIAl IndICATORS

APPEndICES


inteRnal initiativeSThe 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,

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.

Greenhouse Gases


SF6 gaSSulphur 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.


6aS

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R Greenhouse Gasesgreenhouse gas emissions (Scope 1 and 2) that occur within the boundaries of toronto hydro Corporation.

emissions are measured in Co2 equivalents (Co2e).

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.


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 loSSLine 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

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 smart-

metered 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

Greenhouse Gases



end

tonneS of Co2e

kWh

* kWh purchased: electricity received by THESL** kWh Sold: electricity delivered to THESL customers

StARt

Process Map: GHG emissions – line losses

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.

annual Line Losses are determined by subtracting “kWh sold” from “kWh purchased”.

GHG emissions are calculated using Environment Canada’s Emission Factors.

GHG emissions from annual line losses are recorded in the carbon inventory.

toRonto HydRo-eleCtRiC system’s ConseRvation

and demand management pRogRams also Have a Role to play in minimizing

line losses oveR tHe

long-teRm.


Greenhouse Gases

‘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 Toronto-

focused 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

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.


FleetBased 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 Hydro-

Electric 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.


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.

Greenhouse Gases

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


FacilitieSThroughout 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.


2

00

,00

0

40

0,0

00

6

00

,00

0

80

0,0

00

1,

00

0,0

00

investment ReCoveRy volUmes (lbs)

CoPPeR AluMinuM leAd SundRy non-

feRRouS

Steel MeteRS

2008 tRAnSfoRMeRS ReCyCledPole Mount tRAnSfoRMeRS 1128

PAd Mount tRAnSfoRMeRS 105

2008 2007 2006


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*)

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)

2007 Baseline 148,600

2008 results 144,700

(TonnES oF Co2e) 75,000 100,000 125,000 150,000 175,000 200,000

Greenhouse Gases

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.



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)

STAkEHOldER TESTIMOnIAl

eneRgy ConsUmption

aS

Su

Re

d

ind

ica

to

R Energy Consumptionincludes 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.

7

(MWH) 400,000 600,000 800,000 1,000,000

800,090

781,190

2007

2008

line losses

(GJ) 40,000 60,000 80,000 100,000 120,000 140,000

129,000

126,000

2007

2008

total fUel ConsUmed

(MWH) 10,000 15,000 20,000 25,000 30,000

* Transmission stations are not included in this inventory.

25,580

22,870

2007

2008

eleCtRiCity Used*

(MWH) 400,000 600,000 800,000 1,000,000

numbers may not be precise due to rounding.

825,670

804,050

2007

2008

total eleCtRiCity ConsUmed


cuStoMeR conSeRvation and deMand ManageMent initiativeSin 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.

festive ligHt exCHange. Since 2005, Toronto Hydro-

Electric 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.

External Initiatives



aS

Su

Re

d

ind

ica

to

R Customer Electricity Conservation and demand Managementtotal kilowatt-hours and kilowatts saved by customers due to

conservation and demand management programs implemented by toronto hydro-electric System limited.

8

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.

30 ToronTo Hydro CorporaTion30 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 31

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

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.)

External Initiatives

30 ToronTo Hydro CorporaTion30 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 31

goveRnanCeRisK management

CommUnity paRtneRs and staKeHoldeRs

ContaCt infoRmation

APPEndICES

ECOnOMIC IndICATORS

InTROduCTIOn

SOCIAl IndICATORS



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 coMMitteeThe 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.


coRpoRate goveRnance coMMitteeThe 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.


coMpenSation coMMitteeThe 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.


enviRonMent, health and SaFety coMMitteeThe 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.


Governance


RiSk ManageMentin 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.


code oF conductThe 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.


APPEndICES


coMMunity paRtneRSaltruvest 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

key StakeholdeRSCanadian 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)

Governance

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 forward-

looking 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.

36 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 37

enviRonMental FootpRint teaMangie 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

cRoSS-Functional cR teaMCommunity 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

Governance

CR Contact InformationBlair peberdy

Vice president

Communications & public affairs

Chief Conservation officer

14 Carlton Street, Suite 900

Toronto, on M5B 1K5

416 542 2515

[email protected]

36 ToronTo Hydro CorporaTion 2008 CoRPoRAte ReSPonSibility RePoRt 37

toronto hydro Corporation 14 Carlton Streettoronto, on M5b 1k5


toronto hydro corporate responsibility report

Documents

toronto hydro corporations

corporations commitment

online annual report

corporations performance

corporations roots

corporations management

corporations key decisions

environment section