Balanced Scorecard 


The Corporation measures performance in relation to the achievement of strategic objectives by using a balanced scorecard approach. Key Performance Indicators (KPIs) are monitored throughout the year and appropriate actions are taken as required.

The performance objectives of the Corporation in 2016 were as follows:


Corporate Key Performance IndicatorsMeasure2016 Target
Net income after net movements in regulatory balances ($ millions)Net income after net movements in regulatory balances per the Corporation's Consolidated Financial Statements$120.1

Local Distribution Company (LDC) Regulated Capital ($ millions)1

Achievement of LDC’s capital work program$409.1
Key Account Worst Performing FeedersTotal number of feeders experiencing seven or more sustained outages affecting key account customers, excluding momentary interruptions, in a 12-month rolling time period

System Average Interruption Duration Index (SAIDI) (in minutes)Measure of the annual system average interruption duration per customer served, not including Major Event Days (MED)
System Average Interruption Frequency Index (SAIFI) (number of interruptions)Measure of the frequency of service interruptions per customer served, not including MED1.47
Enhanced Online Customer Engagement (ECE)Target to increase customer self-serve transactions/engagements using various self-serve options and media channels295,000
First Call Resolution Percentage of telephone enquiries resolved within one call, within a 21-day time period80%
SafetyNumber of recordable injuries x 200,000/exposure hours1.6
Attendance and Employee EngagementAverage days absent per employee and other employee engagement metrics4.3

1 This is a non-GAAP measure as it includes all eligible capital expenditures, net of capital contributions related to regulated operations excluding Copeland Station and the facilities consolidation program


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