o Inc · 19 - 20 From Conservation to Energy Efficiency 21 - 22 Community Involvement 23 - 25...

2015

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PROGRESS IS IMPOSSIBLE WITHOUT CHANGE …

PROGRESS IS IMPOSSIBLE WITHOUT CHANGE …

CONTENTS

6 Message to Shareholders

7 - 9 Corporate Information

7 We are Waterloo North Hydro7 Mission, Vision, and Values 8 Corporate Structure9 Shareholders9 Board of Directors9 Leadership Team

10 - 15 Corporate Highlights

10 Sustainable Performance10 Competitive Rates11 Value to Shareholders12 Focus on Customer Service13 The Role of Social Media14 Reliable Service15 Future Focus

16 - 22 Corporate Citizenship 16 - 17 Commitment to Health and Safety18 - 19 Impact on the Environment19 - 20 From Conservation to Energy Efficiency21 - 22 Community Involvement

23 - 25 Financial Highlighs

Left to right: Berlin (now Kitchener), October 11, 1910, public ceremony for the official “switch-on” of electric powerWaterloo’s First Hydro Building on William Street, circa 1910Bradley and Rush, 1955Transformer Wagon, 1917The Squirrel Gang: Bert Warner, James Walker, William Reiber and Eby Rush, circa 1912Waterloo PUC Meter Reader, circa 1965PUC Ladder Truck and Lamp Standard, 1955Meter Shop, circa 1960“Paying out line”, circa 1912

Waterloo North Hydro Inc. Annual Report 2015 4

MESSAGE TO SHAREHOLDERSChanges, changes, changes…Waterloo North Hydro (WNH) is going strong

after being in business for 110 years in 2015. High regard for the health and safety of our employees, protection of the public, and good stewardship of the environment remain core values of WNH. The past year brought with it the start of some significant changes in the industry, with the political landscape, technology and our customers heading in a direction that will create a new look to the electrical industry in the next few years.

Industry meetings are dominated by discussion about the type of change that is facing our industry. Local Distribution Companies (LDCs) will undergo substantial changes over the coming years as regulation and technical advances increase customer choice. Real challenges face the distribution system when not all customers will be able to afford alternative energy sources and will raise issues around connection charges and revenue programs. It is still uncertain just what change will arrive and when it will take effect.

At board sessions the discussion often centered on emerging technologies and the effect they will have on the business model for LDCs. Strategic planning must address the new reality that customers do not have to ask permission from the Ontario Energy Board or the Ministry of Energy to try new technologies or to get off the grid. Revenue streams have levelled as the energy consumption per customer has decreased over the last few years - a trend that is new for LDCs.

WNH has its own changes underway in response to customer expectations and industry pressures. The Outage Management System installed for internal use in 2014, saw the launch of the public facing Customer Outage Map in 2015. WNH uses this new tool to inform the public about known outages in the service area and it has received good reviews from customers and media.

A new Customer Information System (CIS) installation began in 2015. The full system goes into service by the end of 2016 after collaboration with the vendor on design and much testing by staff. Integration with other systems and ease of use by Customer Service Representatives will help WNH

provide better service to our customers in the future.Our distribution system design is changing as

well. Advanced switches provide up to the second information to our System Control Operators and provide them with the ability to reconfigure the system remotely from the Control Centre in response to power outages. These same switches that enable faster restoration of service to customers will also allow us to integrate customer owned distributed generation in the future.

The task we have undertaken to change the business model of Waterloo North Hydro has been and will continue to be a challenge that we must meet. The changes made and progress to date is very positive in equipping the corporation for the future. We see challenging and exciting times ahead and look forward to a progressive future for the utility and our employees.

We thank the Board of Directors for their vision and support and all the employees of Waterloo North Hydro for their efforts in moving this utility forward in the millennium.

Rene W. Gatien, P. Eng., MBA, President and CEO

Glen Wright, Chair


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QUICK FACTS

WNH serves over 55,000 Residential and Business customers. 735 new

customers were connected in 2015.

WNH maintains a fleet of 58 vehicles which includes 13 bucket trucks, 2

radial boom derricks, 1 knuckle crane, 6 large vans and special purpose vehicles plus 20 trailers, tension

stringers, and chippers.

WNH services 672 square kilometers of territory which includes the City of Waterloo, Township of Wellesley, and Township of Woolwich. 10% is considered urban and 90% rural.

WNH service area has 1,086 kilometers of overhead hydro lines,

617 kilometers of underground hydro cables, over 21,200 poles, and 7,623

transformers.

The Control Room is staffed 24 hours a day, 7 days a week, 365 days a year.

WE ARE WATERLOO NORTH HYDROWaterloo North Hydro Inc. (WNH) is a municipally owned hydro

distribution company incorporated under the Business Corporation Act (Ontario) on May 1, 2000.

WNH is a wholly owned subsidiary of Waterloo North Hydro Holding Corporation which is owned by the City of Waterloo, the Township of Wellesley, and the Township of Woolwich.

By the end of December 2015, WNH distributed electricity to 49,095 residential and 6,338 commercial and industrial customers. With a workforce of 127 full-time employees, the core business of WNH is electricity distribution. Our rates are regulated by the Ontario Energy Board (OEB).

MISSIONTo create value for our customers and shareholders by providing safe

and reliable electrical distribution services at competitive rates.

VISIONWNH will be recognized as a key partner in contributing to

community prosperity and success.

VALUES• Respect

• Commitment to Excellence

• Service

• Teamwork and Collaboration

• Safety & Environmental Stewardship

• Responsible and Accountable

CORPORATE STRUCTURE

WNH is a wholly owned subsidiary of WNH Holding Corporation. Its Board of Directors is appointed by the Board of WNH Holding Corporation and is responsible for the overall direction of the company. Day-to-day leadership and management of the corporation are delegated to the President, Chief Executive Officer, and the Leadership Team.


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SHAREHOLDERS OFWATERLOO NORTH HYDROHOLDING CORPORATIONCity of Waterloo | Township of Wellesley | Township of Woolwich

BOARD OF DIRECTORSGlen Wright, Chair | Henrik Noesgaard, Vice Chair

Directors:City of Waterloo Mayor Dave Jaworsky | Township of Woolwich Mayor Sandy Shantz | Township of Wellesley Mayor Joe

Nowak | City of Waterloo Councillor Jeff Henry | Micheál Kelly | Chuck Martin | Tim Martin

LEADERSHIP TEAM

Rene W. Gatien, P. Eng., MBA, President and CEO

Marianne Blasman, B. Math, VP Information Technology

Herbert Haller, P. Eng., VP Engineering & Stations

Albert P. Singh, CPA, CGA, MBA, VP Finance & CFO

David R. Wilkinson, P. Eng., MBA, VP Operations

Bank

Canadian Imperial Bank of Commerce1 King Street East, Kitchener, ON

Auditor

KPMG 115 King Street South, Waterloo, ON

Counsel

Duncan, Linton LLP45 Erb Street East, Waterloo, ON


SUSTAINABLE PERFORMANCEWNH delivered approximately 1.489 million gigawatt-

hours (GWh) of energy to 55,433 customers in 2015. WNH’s customer base had a steady growth rate of 6.7% over the last 5 years while electricity consumption was relatively flat. Consumption per customer is slowly decreasing; this

can be attributed to many factors including conservation programs and energy efficient technology. Population growth is expected to continue rising at a steady pace allowing for sustainable revenue generation as demonstrated in the graph below.

Total revenues from electricity operations amounted to $198.8 million or $10.7 million greater than 2014 representing an increase of 5.7%. This increase was primarily due to a higher cost of electricity and increased distribution charges.

50,000

51,000

52,000

53,000

54,000

55,000

56,000

57,000

58,000

1,000

1,050

1,100

1,150

1,200

1,250

1,300

1,350

1,400

1,450

1,500

2011 2012 2013 2014 2015

GWh - Electricity Sales Customers

Trendline (Customer Growth)

55,433 customers

1,489 GWh

52,63

2 53,40

8 54,18

6 54,69

8

1,488

1,493

1,490

1,480

Customer Growth and Electricity Sales (GWh)

The average price in 2015 including the global adjustment was 10.3 cents per kilowatt-hour (kWh) compared to 9.2 cents per kWh in 2014. Energy consumption increased by 0.61% from 1.480 gigawatt-hours (GWh) in 2014 to 1.489 (GWh) in 2015. Peak demand increased 2.8% from 262.1 MW in 2014 to 269.4 MW in 2015.

COMPETITIVE RATESWNH is funded by the distribution rates paid by its

customers. Every five years, WNH is required to file an application with the OEB to justify the amount of funding it needs to safely and reliably distribute electricity. WNH believes that a proactive and consistent renewal approach to managing distribution assets is needed to maintain system

performance. However, there is a balancing act that WNH considers when planning for the future: system reliability and service versus the cost to customers.

In May 2015, WNH filed a Cost of Service rate application with the OEB for new rates to take effect on January 1, 2016. In this application WNH is required to detail and justify its capital and operating expenditures needed to support the Company’s business. WNH’s evidence is rigorously assessed in an open and transparent public process known as a “Rate Hearing”. A number of intervenors with electricity industry expertise submit their own evidence challenging WNH’s plans and assumptions. At the end of the process, the OEB weighs the evidence and decides on the rates that WNH can charge its customers.

This complex regulatory framework and process placed tremendous demands on resources. Many employees


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$6M $6.5M $7M $7.5M

2011

2012

2013

2014

2015 7.030 Million

7.134 Million

7.619 Million

6.628 Million

7.657 Million

Net

Income

0.0% 2.0% 4.0% 6.0% 8.0% 10.0%

2011

2012

2013

2014

2015 8.0%

8.6%

9.5%

8.7%

10.2%

Return on

Equity

worked long hours to ensure that rates were reasonable to allow the utility to reinvest in the system and earn a fair rate of return while keeping the impact on customers manageable over the longer term. In December 2015, WNH’s rate application was approved by the OEB resulting in a decrease of 0.28% on the average total monthly residential, 0.02% decrease on the average total monthly small business, and a 3.1% increase on the average total large business customer bill.

VALUE TO OUR SHAREHOLDERSWaterloo North Hydro continues to achieve strong financial

performance. Net income from operations for the year ending December 31, 2015, amounted to $7.03 million for a return on equity of 8.0%.


FOCUS ON CUSTOMER SERVICEWaterloo North Hydro continues to add value to the

customer experience on many fronts: in person, over the phone, online, and through social media.

WNH customer account representatives answered 42,311 calls in 2015 and helped many customers at the front desk who still appreciate the face-to-face attention. Deploying technology such as online service offers convenience to customers. Through “My Account”, customers have access to account information such as bills, transactions, and consumption details. Customers can also pay bills online or sign up for pre-authorized payments. In 2015, WNH conducted a campaign promoting eBilling to encourage customers to opt out of receiving paper bills for online bills instead. Over the course of the campaign, 3,700 additional customers registered for WNH’s eBilling system, which represents an increase of 686%, over the original 540 customers registered. Based on the bimonthly billing costs, the payback period on the campaign is 3.82 months or a 214% return on investment.

Customers asked for it and WNH delivered: in October 2015, WNH rolled out its Outage Management System including a Customer Public Outage Map.

The Outage Map is intended to allow WNH to quickly and easily inform customers and the public about where power outages are occurring with details and the estimated time of restoration. The Outage Map is an interactive, real-time interface consisting of a familiar street level base map that provides customers and stakeholders with the opportunity to see outages across Waterloo North Hydro’s service territory in a web and mobile friendly interface.

The Outage Map has been well received by the public and WNH engaged customers to share their suggestions to improve the system. On December 14, 2015, during a power outage 1,854 customers accessed the Power Outage Map online; 85.5% of those customers used a mobile device. This indicates a shift in culture where mobile devices are a primary resource for acquiring information during emergencies, and rather than calling, information is sought online.

Waterloo North Hydro continued to deliver outstanding customer service in 2015. The Ontario Energy Board (OEB) established performance standards that ensure service quality is maintained or enhanced. These standards cover areas such as customer service,

THE CUSTOMER OUTAGE MAP WAS SUCCESSFULLY

LAUNCHED TO THE PUBLIC IN 2015


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emergency response, system reliability and outages. In 2015, WNH exceeded all the performance indicators established by the Ontario Energy Board. The results demonstrate employees’ commitment to customer service across the organization.

100.00%

99.60%

88.11%

100.00%

99.64%

100.00%

Conn. of NewService

U/G CableLocates

Telephone Access

WrittenResponses

AppointmentsMet

EmergencyResponse

OEB WNH

THE ROLE OF SOCIAL MEDIAThe rapidly evolving shift in how we communicate and

connect with each other requires companies to rethink how they interact with customers. Social Media customer service is rapidly becoming a necessary channel to drive customer satisfaction. WNH adapted to this new opportunity to further engage with customers and has extended its customer service to Facebook and Twitter.

Here is an example:A customer reports a downed power line through

Twitter, WNH immediately gets the report and contacts the Operations Department. WNH then puts out a Tweet about safety around downed power lines and retweets the original customer’s Tweet so others in the area are aware of a potential hazard. A few moments later WNH social media personnel gets a response from Operations identifying the issue as a fiber cable. WNH responds to the customer, who tweets back showing appreciation for the quick follow up. At the same time, another person inquires about lost internet connection. Another WNH’s Twitter follower uses the information provided by WNH to inform that person of the issue with the fiber cable.

All of this happened in less than 20 minutes. When a conversation with a customer takes place on Social Media, it is broadcasted to the community, helping not just that customer but others as well. This is especially important during power outages.


RELIABLE SERVICEWaterloo North Hydro continues to work as a key partner

with the community in delivering safe and reliable electricity to homes and businesses.

The total average customer outage for 2015 was 5.18 minutes per month – an increase from 4.82 minutes per month in 2014. This was due to an increase in outages

for construction and loss of supply from Hydro One. WNH will better manage the planned outages due to capital construction and focus on working closely with Hydro One to minimize loss of supply issues.

Waterloo North Hydro designs and builds its distribution network to minimize line losses; as a result line losses have steadily been decreasing over the years to 3.09% in 2015.

Line Losses

2%

2.5%

3%

3.5%

4%

4.5%

5%

2011 2012 2013 2014 2015

Trendline (Line Losses)

3.50%

3.20%

3.50%

3.39%

3.09%


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FUTURE FOCUS Some current employees have been at WNH for 35

or more years and have seen many changes over those years. The pace of change is accelerating for the electricity industry. To be successful and to make it through the changes, WNH relies on its strong core values and culture. The changes that WNH continues to implement, sustains reliability, safety, and customer service as a priority.

In 2015, WNH invested over $24.3 million in new and upgraded infrastructure to maintain and improve the existing network.

Part of the capital investment includes WNH’s continued work with the Region of Waterloo regarding utility design and hydro relocations for construction and implementation of the LRT Rapid Transit project. WNH is expected to complete its phase of construction by fall of 2016.

WNH continues to invest in new and improved IT Software Solutions. In 2015, WNH kicked off the implementation of a new Customer Information System that fully integrates with their existing investment in their Meter Data Management and Operational Data Store. This critical investment will strategically position WNH onto current technology leading to improved Customer support capabilities, faster processing of field based Customer Service Orders, streamlined and automated billing processes resulting in increased productivity and organizational effectiveness.

WNH will be able to cost effectively deploy the necessary CIS enhancements as required for future regulatory and public policy initiatives as well as Customer driven new functionality.

Capital investments in the past five years of over $125 million in new plant and equipment are part of Waterloo North Hydro’s long-term commitment to providing our customers with a reliable source of power.

WNH’S INVESTMENT PROMOTES A RELIABLE SUPPLY OF POWER TO

MEET THE NEEDS OF THE COMMUNITY FOR TODAY

AND THE FUTURE.

$-

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

2011 2012 2013 2014 2015

$125Million+

Capital investments in the past five years

24.3M

36.3M

22.7M20.1M 21.1M

Capital Investments


COMMITMENT TO HEALTH AND SAFETYWaterloo North Hydro’s commitment to employee

and community health and safety is a top priority; this is simply the way we do business. WNH believes that every employee is responsible for their personal safety, the well-being of their fellow employees, and protection of the public.

Employee Safety:

Every employee who comes to work has the right to return home safely at the end of the day. WNH continually strives to improve its safety record. As in 2014, WNH did not have any lost time injuries in 2015.

Waterloo North Hydro prides itself on valuing safety stewardship. Each employee is certified in CPR and First Aid training, and all employees participate in a wide variety of training courses.

Employee Health and Well Being:

The Health Safety and Environment (HSE) committee places great focus on maintaining a balanced work environment and healthy lifestyle for every employee.

There is a culture of personal and corporate wellness at WNH with constant encouragement and opportunities for employees to make choices towards a healthy and active lifestyle. Employees can attend on-site yoga sessions and body conditioning classes every week. Employees also receive regular access to a variety of wellness topics including lunch and learn events, wellness fairs, cooking classes, and fitness challenges focusing on wellness promotion.

A group of enthusiastic employees comprises the ergonomics committee, offering personal workspace assessments and ergonomic equipment trials. The primary objective of this team is to fit the task to the worker not the worker to the task.

WNH recognizes that mental health is just as important

as physical health; for that reason, WNH continues to support a mental health program for all employees. The program is comprised of private counseling sessions made available through the Employee Assistance Program, awareness campaigns, and guest speakers at Health, Safety and Environment meetings and employee engagement challenges.

In 2015, WNH was the proud recipient of the Region of Waterloo’s Platinum Healthy Workplace Award for the second consecutive year, thus achieving the highest standard of workplace wellness for five years in a row. This recognition demonstrates our continual commitment to improving employee health and wellbeing.

Promoting Safety in the Community:

WNH’s culture and stewardship around safety extend to our community. We offer educational classroom

programs on electrical safety issues at home and on the farm. In 2015, WNH’s dedicated facilitator conducted 101 sessions reaching 3,282 elementary students, representing 78.0% of schools in our service area.

The community has a role to play when it comes to creating a safe environment on the roads, in their homes and businesses. WNH works together with local distributors on campaigns promoting various safety issues. Topics covered include emergency preparedness, driving safe, forestry and vegetation, permits, contractors, and power line safety. These campaigns aim to educate the public, so they can also practice safety habits.

“AT WATERLOO NORTH HYDRO, WE BELIEVE THAT ALL INJURIES ARE PREVENTABLE AND THAT WE ALL HAVE A RESPONSIBILITY FOR THE

SAFETY, HEALTH, AND WELL-BEING OF EACH OTHER. BY WORKING

TOGETHER TO KEEP EACH OTHER SAFE, WE ALL GET TO CELEBRATE

SAFE WORKING YEARS.”


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100%of employees are certified in

First Aid and AED use

zero lost time injuries

59safety training

courses

0

�tness classes a week

78%of schools within

WNH service territory

WNH educational programs reached

316staff safety meetings


80% more efficient

25X longer life

$30,200 savings

$12,000 Save on Energy incentive

Savings of

248,000 kWh's a year which is enough to power 26 homes

Key benefits:cleaner lightreduced light pollution substantial energy savingsmaintenance is virtually eliminated

WNH LED RETROFIT

<1 year payback


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IMPACT ON THE ENVIRONMENTEnvironmental stewardship is a core value of WNH and is

practiced through all aspects of the organization. In 2015, WNH replaced a total of 96 metal halide bulbs

with LED lighting in the storage yard and employee parking. The energy savings from this initiative is equivalent to powering 26 homes for a year.

WNH continues to see improvements in waste diversion from landfill. In the most recent external waste audit, WNH

registered a diversion rate of 87% versus 60% at a similar institution. WNH achieved this by creating convenient recycling stations, organics collection (with on-site compost), battery recycling, e-waste collection, coffee packet diversion, and printer cartridge recycling.

Vehicle use represents WNH’s greatest concern for greenhouse gas emissions. In 2015 modifications to the fleet included dual fuel retrofits of light duty vehicles, the addition of auxiliary power units to heavy duty vehicles and continued use of hybrid vehicles.

All of these endeavours will assist tremendously in honouring our Sustainable Waterloo Region pledge of a 20% reduction of 2010 greenhouse gas emissions by 2020.

FROM CONSERVATION TO ENERGY EFFICIENCYMany changes took place in 2015 including the first year

Ontario electricity generation was entirely coal-free, the merger of the Independent Electricity System Operator (IESO) and Ontario Power Authority (OPA), and the introduction of a new conservation framework for the 2015 to 2020 period, known as Conservation First Framework (CFF). The role of energy efficiency is integral to the future of a dependable, reliable and sustainable energy system. Using energy wisely is just as important as energy efficiency as it is the cleanest and most cost-effective strategy.

The CFF builds on the successes and lessons learned from the 2011-2014 energy efficiency programs. It is designed to reduce electricity consumption in the Province of Ontario by 7 billion kilowatt-hours (kWh) by December 31, 2020; WNH’s share is 82.38 million kilowatt-hours, which is enough to the power 8,581 homes in one year.

The new framework allows WNH to focus on its local market needs, provides WNH with more flexibility on the design of new innovative programs, and encourages more collaboration with other utilities to ensure electricity and gas programs are effectively coordinated to deliver energy savings to customers. On the other hand, it comes with an ambitious and challenging target. The new CFF targets are 207% higher than the previous program.

With 2015 being a transition year, WNH carried out the previous framework programs while preparing for the new framework.

2015 WAS THE FIRST YEAR WHERE

ONTARIO ELECTRICITY GENERATION WAS

ENTIRELY COAL FREE.


HIGHLIGHTS OF WNH’S 2015 ENERGY EFFICIENCY PROGRAMS

Cosumer1,186,355 kWh

Business6,312,994 kWh

Industrial97,316 kWh

Home Assistance16,565 kWh

EnergySavings

8.93 GWh

Business

Enough to power

992homes/yr

Heating and Coolingpeaksaver PLUS

Coupons

Small Business Lighting

RETROFIT204 Projects 16% over 2014

$1,073,641 in incentives and annual energy savings of 7,418,850 kWh’s (enough to power 834 homes for one year), or $801,948 in annual electricity savings for commercial, industrial and institutional customers.

$76,152 in incentives paid, 213,667 kWh’s of electricity saved (enough to power 24 homes for one year), which translates into $21,366 in annual savings for small commercial customers.

59 Projects

resulting in $355,800 in incentives paid to homeowners.

1,278 Incentives

42,181coupons redeemed within Waterloo, Wellesley, and Woolwich

devices installed to assist with peak demand and help educate when and how much consumers are using with In-Home-Displays

634Consumer


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COMMUNITY INVOLVEMENTWNH takes pride in the community it serves and strives to

support various community initiatives, groups, organizations, and activities. Highlights from WNH’s activities in 2015 include:

Community Activities

• Skilled Trades Ontario • City of Waterloo Open House• Vehicle Display at Mighty Machine Show• Sponsorship of THEMUSEUM Kids Inspiring Change: energy awareness, education, conservation, and energy efficiency. Donation for the

purchase of littleBits Electronics for Education Pro-Library set• Elmira Maple Syrup festival• REEP Green Solutions

Business Community Involvement

WNH continues to be a member of the Greater Kitchener Waterloo Chamber of Commerce and the Waterloo Regional Electrical Association. WNH supports the Chamber’s Annual Energy & Environment Forum and is on the Board of Directors for the Chamber. The involvement helps WNH keep up to date with many issues concerning local businesses and electrical contractors in our community.

WNH is an active member of the Association of Electrical Utility Safety Professionals (AEUSP), a network committed to collaboration and industry best practices in Electrical Safety.

As a founding partner, WNH supported the efforts of Sustainable Waterloo Region to advance environmental sustainability of organizations across the Region. In 2015, WNH continued to support Sustainable Waterloo Region as well as continued its commitment to the Regional Carbon Initiative which will see WNH reduce its greenhouse gas emissions by 20% over 2010 levels by 2020.

WNH supports and participates in the Salute to Business in the Township of Woolwich.

2015 City of Waterloo Open House


“WNH ALSO BELIEVES IN

DEVELOPING THE NEXT GENERATION

OF EMPLOYEES FOR THE ELECTRICITY

INDUSTRY.”

2015 WNH Powerline Technician Scholarship Recipients

Educational Community Involvement

WNH collaborates with the University of Waterloo, Wilfrid Laurier University and Conestoga College on a number of initiatives. In 2015, the following are particularly noteworthy:

• Sponsorship of the Midnight Sun Solar Car, University of Waterloo • Sponsorship of Drive4Data, Waterloo Institute for Sustainable Energy, Electric Vehicle Research• Scholarship for University of Waterloo Engineering Program • Scholarship for Powerline Technician Program, Conestoga College• Sponsorship of weconnect, Waterloo Engineering Outreach Programs, University of Waterloo• Sponsorship of the Formula Hybrid Race Car, University of Waterloo• Vice-Chair the Local Advisory Council for the Powerline Technician Program, Conestoga College• Continue to provide surplus vehicles as a charitable donation to the Conestoga College Skills Trade Centre to assist in funding the Powerline Technician Training Program• Senior Executive on the Board of Governors for Conestoga College

Electricity Industry Involvement

WNH believes that to be successful it must be actively involved in the industry.

To support the industry, WNH’s employees give their time to various committees, associations, and working groups. From the front line staff instructing trades training on Lines and Metering, to Senior Executive team members as active members of the Board of Directors of the Electricity Distributors Association (EDA), the Utilities Standards Forum (USF), and many other working groups, councils or committees at EDA, Canadian Electricity Association (CEA), Electric Safety Authority (ESA), and Ontario Energy Board (OEB).

WNH was one of twelve founding members of the Utilities Standard Forum, a cooperative venture now owned by forty-eight LDCs to provide a consistent set of ESA approved standards in a cost effective manner. It served on the Board of Directors for USF in 2015.

WNH initiated the revival of the Metering Workshop in Niagara Grand and Western Districts. It continues to be a driver behind this successful workshop and a member of the organizing committee.

WNH also believes in developing the next generation of employees for the electricity industry. It hires co-op students every work term to promote interest in our industry and to help support students in their education. WNH believes in attracting talented students to our industry. In 2015, WNH had eight co-op work placements in Powerline and seven Engineering Technology students from various educational institutions.


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$-

$50,000

$100,000

$150,000

$200,000

2011 2012 2013 2014 2015

$154,040$171,933 $175,748 $186,263

$201,663

$-

$50,000

$100,000

$150,000

$200,000

2011 2012 2013 2014 2015

$125,508 $133,881$146,585 $155,509

$170,390

$-

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

2011 2012 2013 2014 2015

$29,530 $30,379$33,365 $33,762 $33,387

$-

$25,000

$50,000

$75,000

$100,000

2011 2012 2013 2014 2015

$66,654 $69,293$80,719

$91,213 $96,326

$-

$2,000

$4,000

$6,000

$8,000

2011 2012 2013 2014 2015

$7,657

$6,628$7,619

$7,134 $7,030

$-

$25,000

$50,000

$75,000

$100,000

2011 2012 2013 2014 2015

$74,831 $78,396 $82,107 $83,059 $84,969

Capital Assets

Long Term Debt

Shareholder Equity

Electricity Sales

Distribution Revenues

Net Income from Operations

FINANCIAL HIGHLIGHTS - ($000,S)

CHANGE WILL CARRY US INTO THE FUTURE

526 Country Squire Rd.Waterloo, ON N2J 4G8

P: 519-886-5090 | F: 519-746-0133www.wnhydro.com

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