Project Plan

Table of Contents

1 Introduction ....................................................................................................... 4
2 Purpose of the Plan ........................................................................................... 4
3 Project Objectives ............................................................................................. 5
4 Scope ................................................................................................................. 6
5 Schedule ............................................................................................................ 9
6 Cost .................................................................................................................. 10
7 Governance ...................................................................................................... 11
8 Organization .................................................................................................... 28
9 Procurement Approach ................................................................................... 28
10 Project Management........................................................................................ 29
11 Design .............................................................................................................. 29
12 Construction Management.............................................................................. 33
13 Safety Considerations ..................................................................................... 34
14 Security Considerations ................................................................................. 35
15 Quality Management........................................................................................ 35
16 Environmental Considerations ....................................................................... 36
17 Regulatory and Permitting .............................................................................. 37
18 Properties......................................................................................................... 38
19 Aboriginal Group Considerations .................................................................. 39
20 Labour Relations ............................................................................................. 39
21 Risk Management Plan.................................................................................... 39
22 Public and Stakeholder Communications ..................................................... 40
23 Reporting ......................................................................................................... 40
24 Documentation and Records Management.................................................... 42
Glossary ................................................................................................................. 43
Figures ................................................................................................................... 45
Appendices ............................................................................................................ 47
Appendix A Statement of Objectives................................................................. 49
Appendix B Work Package Agreements ........................................................... 51
Appendix C Project Schedule ............................................................................ 53
Appendix D Schedule Management Plan .......................................................... 55
Appendix E Business Case ................................................................................ 57
Appendix F Expenditure Authorization Request .............................................. 59
Appendix G Cost Estimate ................................................................................. 61
Appendix H Cost Management Plan .................................................................. 63
Appendix I Project Change Control Plan .......................................................... 65
Appendix J Procurement Plan ........................................................................... 67
Appendix K Process and List of Approved User Requirements ..................... 69
Appendix L Design Documents ......................................................................... 71
Appendix M Safety by Design Hazard Logs ...................................................... 73
Appendix N Design Management Plan .............................................................. 75
Appendix O Construction Management Plan.................................................... 77
Appendix P Construction Safety Management Plan ........................................ 79
Appendix Q Project Quality Plan ....................................................................... 81
Appendix R Construction Environmental Management Plan ......................... 83

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Appendix S Regulatory and Permitting Management Plan ............................. 85

Appendix T Property Acquisition Plan ............................................................. 87
Appendix U Aboriginal Group Engagement Plan ............................................ 89
Appendix V Labour Strategy Plan .................................................................... 91
Appendix W Risk Management Plan.................................................................. 93
Appendix X Construction Information and Notification Plan.......................... 95
Appendix Y Document Management and Control Plan ................................... 97
Appendix Z Records Management Plan .......................................................... 99
Appendix AA Security Plan ............................................................................ 101
Appendix AB Site C Emergency Action Plan ................................................ 103
Appendix AC Contract Administration Plan ................................................. 105
Appendix AD Governance Meetings and Reports ........................................ 107
Appendix AE Contingency Management Plan .............................................. 109
Appendix AF Emergency Planning Guide Peace Region............................. 111
Appendix AG RACI Charts ............................................................................. 113

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1 Introduction
This Project Plan has been developed for the Implementation phase of the Site C Clean
Energy Project (“Site C” or “the Project”). Site C is a third dam and hydroelectric generating
station on the Peace River in northeast B.C. It is part of BC Hydro’s overall program to
invest in and renew the province’s electricity system.

The Project would provide approximately 1,100 megawatts of capacity, and produce about
5,100 gigawatt hours of electricity each year – enough electricity to power the equivalent of
about 450,000 homes per year in B.C.

High-level scope of the Project includes:

• Site preparation activities
• Construction and commissioning of an earthfill dam, reservoir, hydroelectric
generating station, substation and transmission lines
• Implementation all of the authorized regulatory conditions including all the agreed
mitigation and compensation requirements and benefit agreements
• Acquisition of the properties and rights necessary for construction and operation of
all Site C assets
• Negotiation and conclusion of agreements with Aboriginal groups that meet goals
and interests of the parties, and which fulfill Environmental Assessment process
requirements
• Site reclamation, demobilization and project closure

In October 2014, the Project received the required federal and provincial Environmental
Assessment Certificates, following a cooperative federal and provincial environmental
assessment process by the Canadian Environmental Assessment Agency and the B.C.
Environmental Assessment Office. The final investment decision by BC Hydro’s Board of
Directors and the Shareholder was issued in December 2014.

The development of this Project Plan has been guided by BC Hydro’s Project and Portfolio
Management (PPM) practices as well as a number of relevant documents referenced
herein. The Plan covers Phase 5 Implementation.

2 Purpose of the Plan

The purpose of this Project Plan is to provide the Project Team with clear and consistent
direction to meet the overall goals and objectives of the Project.

The Project Plan lays out the objectives, scope, schedule, cost, safety, environment and
quality expectations as well as the strategies, policies and procedures that have been
developed and endorsed to achieve them.

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Construct and Commission:

• An earthfill dam, approximately 1,050 metres long and 60 metres high;
• A buttress of roller-compacted concrete to support the valley wall, provide the foundation for
the concrete structures and form the south abutment of the earthfill dam;
• Two 10.8 metre diameter diversion tunnels and associated intake and outlet structures;
• Slope stabilization of the north bank above the dam site;
• A 1,100-megawatt hydroelectric generating station with six generating units and associated
intake structures, penstocks and spillways;
• Spillway capacity of 16,500 m3/s at Maximum Flood Level 466.3 m
• An 83-kilometre-long reservoir with a maximum surface area of 9,330 ha;
• Maximum normal operating level of 461.8m
• Minimum normal operating level of 460.0m
• Erosion protection at Hudson’s Hope and locations adjacent to Highway 29 as required;
• Realignment of six sections of Highway 29 over a total distance of approximately 30
kilometres;
• Construct the Site C South Bank Substation;
• Two 75-kilometre 500kV transmission lines to connect the new Site C substation to BC
Hydro’s existing Peace Canyon switchgear building including clearing and access;
• Three 1-kilometre 500kV transmission lines to connect Site C Substation to Site C
Powerhouse;
• Expansion of the Peace Canyon Gas Insulated Switchgear;
• Upgrades at various stations; and
• Reservoir utilities relocation including transmission and distribution lines.

General Management:
• Implement all engineering, design, procurement, environmental, regulatory and permitting
and construction activities as detailed in the general management work packages.

Mitigation and Compensation:

Address Evironmental Assessment Conditions(EAC) and Canadian Environmental Assessment
Agency (CEAA) conditions, and as applicable permits and authorisations, and includes the
following work packages:
• Implement all of the authorized regulatory conditions including all the agreed mitigation and
compensation requirements and benefit agreements.
• Fish and Fish Habitat, including construction of temporary and permanent fish passage
facilities, habitat mitigation programs and follow-up monitoring

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• Vegetation and Wildlife, including habitat mitigation and compensation, retention of

conservation lands, and follow-up monitoring
• Community Benefits and Community Issues, including measures to address community
issues and create lasting benefits
• Social and Land Programs, including measures to address transportation and community
infrastructure, recreation and reservoir boat launches, and agriculture
• Physical Environment Monitoring, including water quality, groundwater quality, air quality,
noise, climate, and greenhouse gas emissions reporting during construction
• Heritage, including mitigation of paleontological, archaeological and historical sites, and
provision of compensation funds to support local museums

General Rights, Taxes and Grants:

• Acquire the properties and rights necessary for construction and operation of all Site C
assets

Aboriginal Relations:
• Consult with Aboriginal groups consistent with the honour of the Crown; and
• Negotiate and conclude agreements with Aboriginal groups that meet goals and interests of
the parties, and which fulfill Environmental Assessment process requirements

Site Reclamation, Demobilization and Project Closure

• In accordance with the Construction Environmental Management Plan, restore and
revegetate disturbed construction areas to a safe and environmentally acceptable condition
as appropriate to the Project’s temporary and permanent land use objectives
• Prepare project deliverables for acceptance by Generation and Transmission, Distribution &
Customer Service in accordance with Generation Operating Order 1G-30 (Plant) and
System Operating Order 1T-35 (Switchyard)
• Testing and commissioning
• Verify deficiencies are completed
• Perform Completion
• Prepare and issue Project Completion Report
• Perform project documentation closeout filing
• Complete all financial account transfers and closeout of project accounts

Refer to Figure 1 Work Breakdown Structure and Appendix B for the Work Package
Agreements.

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5 Schedule
A detailed cost- and internal resource-loaded schedule has been developed for the
Implementation phase of the Project. The schedule structure is based on the Work Breakdown
Structure (WBS) and integrates scope and cost with activities and charge codes. The
construction portion of the schedule has been developed based on the project design with
estimated construction durations and sequencing. All key activities and milestones from
supporting functions have also been included in the schedule to form an integrated schedule.

The approved Final Investment Decision (FID) schedule is described below. The Project has
advanced implementation phase activities to mitigate schedule risk. Refer to Appendix C for the
detailed Project Schedule.

FID Date Description Milestone Code

October 2020 5L5 500kV Transmission Line In-Service 1.01

November 2020 Site C Substation In-Service 1.01
July 2023 5L6 500kV Transmission Line In-Service 1.01
December 2023 Unit #1 In-Service 1.01
February 2024 Unit #2 In-Service 1.01

May 2024 Unit #3 In-Service 1.01

July 2024 Unit #4 In-Service 1.01
September 2024 Unit #5 In-Service 1.01
November 2024 Unit #6 In-Service 1.01

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Schedule Management

Monthly schedule progressions will be performed on all activities and work packages. The
progression cycle includes updating the schedule progress and actual costs of the work
packages, and reviewing and monitoring the remaining durations and costs with the work
package managers. Corrective actions will be taken by the work package managers where
necessary. Updates to the schedule baseline will be completed in accordance with the change
control procedure. Refer to Appendix I for the Project Change Control Plan.

The regular cycle of progression and reporting provides visibility into project health and enables
monitoring of key milestones, timely change management, and provision of accurate forecasts.

Refer to Appendix D for the Schedule Management Plan.

6 Cost
BC Hydro is committed to delivering the Site C Clean Energy project within the expected project
cost and Authorized Amount of $8.335 billion in loaded, nominal dollars. There is an additional
reserve held by Treasury Board of $440 million.

Refer to Appendix G for the Cost Estimate.

Refer to Appendix H for the Cost Management Plan.

Refer to Appendix AE for the Contingency Management Plan.

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7 Governance
The mechanism used to ensure that the Project implements and respects BC Hydro’s corporate
policies is through the Project’s governance structure.

BC Hydro Board
Responsibilities:
1. Overall approval and oversight on project goals, scope, budget and schedule;
2. Approval of any significant changes to budget, scope and schedule;
3. Approval on contract awards over $50 million;
4. Approval of any draws on Board reserve;
5. Approval of quarterly and annual project progress reports; and
6. Make recommendations to government to access the Project Reserve overseen by
Treasury Board.

Site C Project Board (Sub-Committee of Board of Directors)

Responsibilities:
1. Function at a strategic level to provide guidance and oversight to Site C Project staff and
to the CEO on project strategy as well as on goals, scope, budget, schedule,
environmental, regulatory, First Nations, procurement model and other issues as
required; and
2. Helps to ensure appropriate notification to Government is undertaken.
3. Reviews and provides advice to the Board and Management, including indication of the
Project Board’s satisfaction and recommendations with respect to:
a. Quarterly Reports, Annual Reports (including updated Management Plans),
Project Communications Plan and Delegation Matrix;
b. Requests for Board contingencies; and
c. Requests to access the Project reserve overseen by Treasury Board; and
4. Reviews and provides advice to Management as needed regarding exception reporting
and Monthly Project Progress Report (for internal use at BC Hydro) that includes
progress on major work packages, milestones, schedules, project budget, issue
management and specific risk and mitigation actions.

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The Site C Project is subject to BC Hydro’s Policies and Practices including the Financial Approval
Authority Policy.

External and internal advisors (e.g. BC Hydro principal engineers) will be made available to the project to
address specific commercial and technical issues as may arise during the course of the project.

7.1 Site C Team Structure and Individual Accountabilities

Effective governance relies on differentiated accountabilities to ensure appropriate decision making,
oversight and escalation paths. The Site C Project Team is organized as follows:

Site C Functional Organizational Chart

Deputy CEO & Captial

Infrastructure Project Delivery

Vice President & Project

Director

Project Manager & Environmental, Director, Infrastructure

Finance Director Legal & Properties Human Resources
Director Operations Aboriginal Relations, Projects Supply Chain
Public Affairs Director

The Site C Project is managed under the standard BC Hydro Project & Portfolio Management Practices,
Procedures and Processes with additional requirements due to the size and complexity of the project.

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Project & Portfolio Management Roles

Work Package Manager

The Work Package Manager (WPM) role is responsible for the planning and delivery of the Work
Package within the approved scope, cost and schedule as detailed in the Work Package Agreement. This
includes planning, resourcing, monitoring & controlling and communications & reporting. Specifically:
• Working with the Project Manager and Scheduler to decompose the scope of the Work Package
and to develop the Work Package schedule
• Working with the Functional Manager to determine the availability of required resources
• Working with the Project Manager to finalize the scope, cost and schedule of the Work Package
and develop the Work Package Agreement
• Analyzing the progress of the Work Package and preparing monthly progress information,
including the schedule and cost variance explanations
• Working with the Project Manager and the project team to support corrective actions and
contribute to the overall success of the project
• Approve Work Package Agreements

Functional Manager
The Functional Manager's responsibilities include:
• Working with Project Managers to assign Work Package Managers from their functional team
• Working closely with Work Package Managers to ensure that the appropriate resources are
assigned to project activities (Activity)
• Working closely with resource planning to analyze and address resource imbalances in the near
and long term
• Securing contractor resources as needed and as indicated in the portfolio resource plan
• Overseeing the performance of the work carried out by their team resources

Project Manager
The key responsibilities of the Project Manager role are:
• Managing the planning and execution of the Project activities (Activity), and ensuring that the
objectives of the project are achieved
• Collecting the project’s background information and requirements, and defining the project
objectives
• Working with the initiating organization to prepare User Requirements
• Working with the functional organization to set up the project team
• Working with each team member to elaborate detailed work packages to achieve the user
requirements

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• Closely monitoring and analyzing the project status and performance throughout the Lifecycle of
the project, and taking corrective action when required
• Approve Work Package Agreements

Project Director
The Project Director role is accountable to manage the delivery of the project and to ensure that the
intended benefits of are realized. The Project Director provides direction and guidance, consistent with
the objectives and strategies developed for the project.

In general, the Project Director is responsible for:

• Providing project level oversight and reporting
• Providing centralized and coordinated management of the project to achieve the project’s
intended strategic outcomes
• Executing the project in the most efficient and effective way
• Ensuring that any potential synergy benefits are realized
• Managing performance of the end-to-end project delivery
• Monitoring project and work performance, and directing any required corrective action

The following describes the functional accountabilities for each member of the Site C Leadership Team.
For a detailed breakdown of accountabilities, please refer to the RACI Chart in Appendix AG.

Vice President and Project Director

• Overall project management and execution
o Strategic direction and decision-making to address emerging risks and issues
o Establish scopes of work and project accountabilities
• Team Operations
o Staffing & Resourcing
o Employee Engagement
• Functional area org change
• Project Integration

Project Manager and Director Operations

• Project management of infrastructure and assets (scope, schedule, cost)
• Estimating
• Contractor Schedule Integration
• Design/Engineering

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• Quality Management
• Contract Management
• Construction Management
• Submittal Management
• Document Controls & Management
• Labour Relations
• Safety & Security Management
• Project Integration

Environmental, Aboriginal Relations & Public Affairs Director

• Project management of mitigation and compensation
• Aboriginal relations and benefit agreements
• Environmental risk management
• Permitting
• Public affairs and community relations
o Government
o Public, Community & Media
o Communications
o Issues Management
• Project Integration

Finance Director
• Cost Management
• Project Controls
• Scheduling
• Reporting
• Financial Modelling
• Risk Management
• Technology
• Due Diligence
• Cash Flow & Debt Management
• Business Planning
• Project Integration

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Director, Infrastructure Projects Supply Chain
• Work package management of procurement
• Project Integration

• Aboriginal Procurement strategy and execution

Legal and Properties

• Work package management of properties acquisition
• Legal
• FOIPPA
• Project Integration

7.2 Items to be escalated to Vice President and Project

Director

All items for escalation to Vice President and Project Director should be escalated under the
appropriate authority – FAAP authority, PPM accountability, letters of delegation, etc.
Project Delivery and Operations

• Level 1 and 2 Safety incidents

• Imminent emergency situation
• Work package and project level changes (scope, schedule, cost)
• Design change
• Contracts
o Notices of claim
o Stop work notices
o Non-compliance records
o Breach of contract
• User Requirements change
• Fundamental change to Site C Project functional strategies and plans
Environmental, Aboriginal Relations & Public Affairs
• Level 1 Environmental incidents
• Notification of permits received
• Potential negative impact to regulatory compliance or BC Hydro reputation
• Potential media scrutiny
• Potential significant impact to stakeholders and/or First Nations (i.e. impacts previous
commitments, requires further consultation, requires changes to public messaging)
• Permit change
• Regulatory non-compliances
• Communications from regulatory agencies
• Work package and project level changes (scope, schedule, cost)
• Media enquiries

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• Government requests
• Responses to items raised by CEO, Deputy CEO or Board
• Responses to external stakeholder groups and/or First Nations
• Responses to BCUC or similar agency requesting information
• Functional external reports (eg. environmental reports, commitments, AR, public affairs).
• Fundamental change to Site C Project functional strategies and plans
Finance and Project Controls
• Work package and project level changes (scope, schedule, cost)
• Project performance Reports (eg. Board, Government, Executive, BCUC)
• Risk Mitigation Plans for risks touching more than one functional area and risk level 9.5 and
above
• Fundamental change to Site C Project functional strategies and plans
Procurement
• Consulting / Service Contracts > $15K
• Major procurement contracting plans
• First Nations Direct Award Strategies
• Fundamental change to Site C Project functional strategies and plans
Legal & Properties
• Notice of legal challenge/litigation
• Decision on court case
• Property owner disputes
• FOI requests
• Fundamental change to Site C Project functional strategies and plans
Human Resources
• All vacancy requests
•

7.3 Team Accountabilities

Although the leadership team members have differentiated accountabilities, they collectively have
accountability to lead project integration and team operations.

Site C Leadership Team

Responsibilities

The Leadership Team has two streams of responsibilities:

1. Project Integration and Strategy

o Oversight and governance of Site C project execution
o Approve functional strategies / approaches
o Monitor that execution of project is aligned with functional strategies
o Complete Leadership Progression (i.e., review of WPM progression outcomes and
identification of areas of concern that need to be resolved by FMs/PMs and WPMs)
o Manage integration and escalated issues, risks, decisions (see Appendix A for
Leadership Team Escalation Criteria)

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 Including major budget, scope, resourcing, and schedule decisions
 Including external stakeholder management (First Nations, Government, Board,
Media)
 Remove integration-related or escalated barriers and obstacles
 Release of contingency
 Approve Work Package and Project Level Changes
o Liaise with BCH Governance
o Define and monitor project success measures

2. Team Operations
o HR related issues, employee engagement, staffing, performance management,
organization structure, roles & responsibilities, facilities, team initiatives (like PPM on-
boarding)
o Provide visible, cascading sponsorship for project processes, practices, culture
o Provide leadership communication to team
o Define and monitor team success measures

Members
• The membership of the Site C Leadership Team includes:
o VP and Project Director
o Project Manager and Director of Operations
o Environmental, Aboriginal Relations, Public Affairs Director
o Director, Site C Finance
o Director, Site C Procurement
o Legal & Properties Lead
• Leadership Team accountabilities are expected to account for 50% of leader’s time
• In addition to the Site C Leadership Team, the following team members attending Site C Leadership
Team Meetings:
o Site C Human Resources Business Partner
o Planning and Integration Lead
o Project Director Administrative Assistant

Meetings
• Weekly leadership meetings with standing agenda items for each stream: Project Integration &
Operations.
o Daily Check-In Meetings
 Awareness and alignment on hot issues
o Project Integration Standing Agenda Items
 Key Decisions / Issues / Updates
 Review Governance Management System
 Public Affairs Issues Calendar (Monthly)

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 Roundtable
o Team Operations Standing Agenda Items:
 VP Update
 Initiative Updates
 Vacancy Requests
 Dashboard & Management Reporting Review (Monthly)
 Employee Engagement (Monthly)
 Roundtable
o Knowledge Sharing (Bi-Weekly)
• Facilitated by Planning and Integration Lead
• Managed Action Items and Meeting Minutes
• Leaders commit to attending and remaining for the duration with rare exception
• Meeting materials issued in advance

7.4 Site C Leadership Team Escalation Criteria

This section describes the criteria for bringing items to the Site C Leadership Team (SCLT) for 1)
Information, 2) Consultation, or 3) Decision/Approval. The Site C RACIs provide guidance on areas of
Inform vs Consult. Decisions and approvals will be driven by project deliverables and escalations
potentially triggered by financial, regulatory, BC Hydro reputation, safety, project integration and First
Nations impacts.

Escalation Criteria

Escalation
Item Escalation Criteria Example Escalation Process
Type
Hot Issues / • Level 1 and 2 Safety incidents • Immediate email to
Incidents • Level 1 Environmental .
incidents • Follow IMS / Duty
• Imminent emergency situation Coordinator process
Inform
Key Updates • Permits received SCLT Escalation
• Notice of legal Process
challenge/litigation
• Decision on court case
Project Issues • Potential negative impact to SCLT Escalation
regulatory compliance or BC Process
Hydro reputation
• Potential media scrutiny
• Potential significant impact to
Consult stakeholders and/or First
Nations (i.e. impacts previous
commitments, requires further
consultation, requires changes
to public messaging)
• Property owner disputes
Recommended Per Change Control Procedure, • Work package and
Project Change Contingency Management project level
Decision /
Procedure, Design Change changes (scope, SCLT Escalation Process
Approval
Procedure, and Contract schedule, cost)
Contingency Management • Design change

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Procedure / Delegation, Design • Contract change
Management Plan • Permit change
• User
Requirements
change

• Media enquiries
• Government requests
• Responses to items raised by Applicable functional lead
CEO, Deputy CEO or Board PLUS
External • Responses to external Copy to / approval by
Correspondence stakeholder groups and/or
First Nations
• Responses to BCUC or similar
agency requesting information
• FOI requests
• Project performance Reports
(eg. Board, Government, • Project Performance:
Executive, BCUC)
Reports • Functional external reports • Functional:
(eg. environmental reports, Functional Lead and
commitments, AR, public
affairs).
Per Procurement Procedure and • Consulting /
FAAP approvals Consulting / Service
Service Contracts
Contracts to functional
• Major
lead,
Procurement & procurement
.
Contract contracting plans
• First Nations Everything else: SCLT
Direct Award Escalation Process
Strategies
Risk Mitigation Per Risk Management Plan - Risk
SCLT Escalation Process
Plans Level 9.5 and above
• All vacancy requests
HR • Functional area org change SCLT Escalation Process

Fundamental change to Site C E.g. Aboriginal

Functional
Project functional strategies and Engagement Plan,
Strategies and SCLT Escalation Process
plans Change Control
Plans
Procedure, etc.

7.5 Site C Leadership Team Escalation Process

Items for Information
Description: Project information brought forward to keep leadership apprised but doesn’t require input,
decision or approval.

Process:
• Team Lead enters item into Governance Management Tool with link to “For Information Briefing
Note” (if applicable).
• The item won’t be a separate meeting agenda item but may be discussed during the meeting as
part of Governance Management System Log Review or Roundtable.
• The leadership team may request the Team Lead and appropriate Team Members attend the
SCLT meeting to provide more discussion.
• Outcomes are documented in the SCLT Meeting Minutes.

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Items for Consultation

Description: Project information brought forward to request input from the leadership team but doesn’t
require a decision or approval.

Process:
• Team Lead enters item into Governance Management Tool with link to “For Consultation Briefing
Note” that provides background, context and specifics on what input they require. The briefing
note will be included as part of the SCLT Meeting Package reviewed prior to meeting.
• The item will be a separate agenda item.
• The Team Lead and appropriate Team Members attend the SCLT meeting to provide more
discussion.
• Outcomes are documented in the SCLT Meeting Minutes.

Items for Decision

Description: Project information brought forward to request a specific decision. Where the decision is
required at governance levels above SCLT, this step will prepare SCLT to seek that decision/approval.

Process:
• Team members update the Site C Governance Management Tool on Sharepoint with
decisions/approvals that will be required during the project, including approval level, predicted
timing.
o Items are validated by the appropriate Project Manager.
• Using the Governance Management System, the Planning and Integration Lead prepares the
SCLT Decision Plan that is part of the SCLT Meeting Package.
o The SCLT Decision Plan includes all decisions/approvals required at the SCLT level and
above.
• At least one week prior to the Decision or Approval date, Team Lead prepares the
“Decision/Approval Briefing Note” that provides background, context, options and
recommendation. The briefing note will be included in the SCLT Meeting Package reviewed prior
to meeting.
• The Team Lead and appropriate Team Members attend the SCLT meeting to provide more
discussion.
• Outcomes are documented in the SCLT Meeting Minutes. Additionally, the SCLT Governance
Management System will be updated by the Planning and Integration Lead with the
Decision/Approval Briefing Note and outcome.
• Project Manager incorporates the decision impact into the project re: cost, scope, resources and
any required change notices. Project Manager also communicates the decision to team
members.

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Items for Approval

Description: Project information brought forward to request a specific approval at governance levels
above SCLT.
Process:
• Team members update the Site C Governance Management Tool on Sharepoint with approvals
that will be required during the project, including approval level, predicted timing.
o Items are validated by the appropriate Project Manager.
o Items include Due Diligence Review provided by Finance team.
• Using the Governance Management System, the Planning and Integration Lead prepares the
SCLT Decision Plan that is part of the SCLT Meeting Package.
o The SCLT Decision Plan includes all approvals required at the SCLT level and above.
• At least one week prior to the Decision or Approval date, Team Lead prepares the
“Decision/Approval Briefing Note” that provides background, context, options and
recommendation. The briefing note will be included in the SCLT Meeting Package reviewed prior
to meeting.
• The Team Lead and appropriate Team Members attend the SCLT meeting to provide more
discussion.
• Outcomes are documented in the SCLT Meeting Minutes. Additionally, the SCLT Governance
Management System will be updated by the Planning and Integration Lead with the
Decision/Approval Briefing Note and outcome.
• Project Manager incorporates the decision impact into the project re: cost, scope, resources and
any required change notices. Project Manager also communicates the decision to team
members.

Escalation Process Templates/Tools

• SCLT Meeting Package (includes Agenda, previous Meeting Minutes, Decision Plan, SCLT
Weekly Status Report, briefing notes, Change Notices)
• SCLT Briefing Note: For Information, Consultation or Decision template
• SCLT Decision Plan
• SCLT Governance Management System (on Sharepoint)

7.6 Site C Project Governance Management System

Introduction
The purpose of the Site C Project Governance Management System is to enable effective issues,
decisions and approvals management as well as create a repository for these items. The process and
tool provides project team members with a structured method for consulting, informing and bringing
decisions forward to the Site C Leadership Team (SCLT). It provides SCLT with a structured framework
and schedule for pending decisions and approvals as well as central access to briefing information.
Finally, it creates an auditable trail of decision making and issues management, a key requirement of the
Site C project.

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System
The Governance Management System is built on the list functionality of the SharePoint technology
platform. Lists are a feature that enable teams to gather, track, and share information by using a web
browser. The functionality includes versioning and version-history storage, for deeper analysis of
workgroup projects and common work tasks. Lists are rich and flexible and have many built-in features
that provide a robust way to store, share, and work with data.

The Governance Management System is designed to track and manage Issues, Public Affairs Issues,
Decisions, Approvals and Actions. An issue is defined as an active issue that is communicated regularly
between the Site C Leadership Team, the Deputy CEO and the CEO’s office. A Public Affairs Issue is
something that poses a reputational risk to the project or company, caused by a point of discussion or
dispute; or a gap between stakeholder expectations and an organization’s policies, performance, or public
comments. An action is defined as an action item documented in the monthly Accountability meeting or
Leadership Team meeting. A decision an item that requires a decision from the Site C Leadership Team
and an approval is defined as an item that requires approval by the Deputy CEO, CEO, Site C Project
Board of BC Hydro Board of Directors. Issues can take one of three paths as indicated in the graphic
below.

Roles & Responsibilities

The Reporting Team Lead is accountable for managing and administering the Site C Project Governance
Management System. The Assigned To person is responsible to lead resolution of the Action, Decision,
Approval or Issue. The Public Affairs Manager is accountable for taking issues from the Site C Project
Governance Management System through their Public Affairs Issues Management process and the Risk
Manager is responsible for taking risks arising from issues through the Project Risk Management process.

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Process

Project Issues & Decisions

Actions

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awarded the work in October 1988 and work progressed to 1991. This involved a transfer of
design knowledge from BC Hydro to the KCBL/SNC team. In 2007, BC Hydro reassembled a
technical team (the “Integrated Engineering Team”, or IET) to deliver design services for the
Project. Klohn Crippen Berger and SNC Lavalin were retained to join BC Hydro personnel to
make up the IET. These consultants were retained because they have senior Professional
Engineers who have the required expertise as well as historical knowledge and design
experience of the Project. In addition, these consulting firms have teams of professionals with
the capability to provide the required services. BC Hydro has provided maintenance and
operations technical resources and designers to the IET in order to embed end user knowledge
into the IET.

An Engineering Design Services Agreement (EDSA) was signed in June 2011 with Klohn
Crippen Berger Ltd (KCBL) and SNC Lavalin Inc (SNC). The agreement between these parties
and BC Hydro was intended to cover all design phases of the project through construction to
operations. This agreement creates an IET to advance the design of the Site C Clean Energy
Project. The design services agreement covers the scope of the core facilities which are
outlined in the work authorizations and include the water-retaining structures, water conveyance
structures, generating station and associated works. The design services agreement also
covers design integration requirements for the Project.
The scope of the consultant services under this agreement is outlined in Work Authorizations
and includes:
• Responsibilities for design services, coordination, integration and administration.
• Design and specification for the Main Civil Works Contract including technical support
during construction (Professional of Record)
• Design and specification for the Generating Station and Spillway Contracts
(Professional of Record)

Secondment provisions are outlined to cover BC Hydro resources working on components that
are the professional responsibility of KCBL/SNC.

Designs for various other project elements are conducted either by other consultants or as part
of Design-Build contracts such as Turbine and Generators. The EDSA outlines the requirements
for co-ordination and integration of the design regardless of whether the design is undertaken by
the KCBL/SNC, a subcontractor, BCHydro or a third party. The KCBL/SNC team is led by the
Design Manager (EDSA).

Background – Professional Accountability for Design

Professional accountability for the design of specific components rests
with the designer of the component. Major design areas are as follows:

• Main Civil Works contract (dam, diversion tunnels, RCC buttress and earthworks);
• Fish passage;
• Generating Station and Spillway (GSS) contract (generating station, spillway, power
intakes, civil structures);
• Contractor designs (e.g. cofferdams);

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• Hydro-mechanical systems contracts;

• Turbine and generators contract;
• Completions contract;
• High and medium voltage equipment contracts;
• Protection and control systems;
• Transmission, Substation and Peace Canyon;
• Telecommunications;
• Roads; and
• Camp and infrastructure.

Integration within these component areas is led by an assigned Design Lead who is the
coordinating Professional of Record for the component.

The Design Manager (EDSA) is accountable for all required coordination and integration of the
various elements or components of the Project to the extent necessary that:
• all elements or components of the design are compatible and not in conflict;
• there are no missing material components of the design; and
• all interactions between design components will not counteract or adversely impair the
intent of the User Requirements.

The Owner Engineer Manager monitors, reviews and accepts, where required, the design
coordination activities.

BC Hydro User Requirements are provided to the Design Manager by the Owner’s Engineer
Manager.

Design Review Processes

Each component of the design has associated work plans including checking and reviewing and
quality practices in conformance with APEGBC professional practices.

The Site C Clean Energy Project utilises additional reviews, as follows:

a) Technical Advisory Board

Members are globally recognized for technical knowledge and experience with the design of
hydroelectric projects around the world. The Technical Advisory Board is organized by the
Owner’s Engineer Manager. Members and terms of reference for the Technical Advisory
Board are accepted by the Vice President & Project Director.

The Technical Advisory Board generally reports out to the Vice President & Project Director,
but may also report out to BC Hydro’s Executive Team, the BC Hydro Project Board, or
others as may be deemed necessary by the Vice President & Project Director.

The Owner’s Engineer Manager shall co-ordinate the Technical Advisory Board reviews.

b) Independent Senior Review (ISR)

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The Independent Senior Review (ISR) Team is composed of engineers experienced in

design, specifications and where appropriate operations for hydroelectric projects.
Membership and terms of reference for ISR is recommended by the Owner’s Engineer
Manager and accepted by Site C’s Project Manager & Director Operations and by BC
Hydro’s General Manager, Generation and Transmission Engineering. The ISR Team
composition is generally a balance of internal and external highly experienced resources.
The ISR Team is required for the following design areas:
• Main Civil Works
• Generation Station and Spillway
• Incorporation of Turbine & Generator design in generating station

These reviews are in alignment with the BC Hydro practice of using Principal Engineering
Review.

Transmission Engineering will utilize existing standards and where standards do not exist,
Principal Engineer review will be completed.

c) Specialist Reviews

Specialist reviews by design or construction specialists are implemented at appropriate

points in the design process and completed by one or more individuals. These specialists
may be retained by BC Hydro or the consultants. As outlined in the EDSA, BC Hydro’s
Owner’s Engineer Manager may direct the Design Manager to retain specialist technical
reviews as required to review, accept or define User Requirements.

d) Owner Reviews

The Owner’s Engineer Manager facilitates review of Project designs by BC Hydro through
the User Requirements process. These design reviews are conducted in order to confirm
adherence of the design to BC Hydro’s User Requirements, and embed Owner review and
feedback directly into the design process.
No such collaboration or acceptance by BC Hydro of the design relieves the designer of the
component for the responsibility of the design, nor does it relieve the Design Manager of the
responsibility for acceptable component interaction.

In addition, monthly technical update meetings are to be held with the following groups
within BC Hydro to keep them informed of the project status and for input on keys risks to
the project. These meeting are to include:
• the Project Initiator
• Generation Operations
• Asset Management
• Project Management
• Dam Safety
• Generation Resource Management

The objectives of the design approach are to ensure that all components of the project are
designed and constructed to meet the Project Objectives and User Requirements. The

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project design incorporates redundant systems that reduce risk and facilitate safe, cost
effective and reliable operation of the facility throughout its long operating life.

User Requirements
A User Requirements process is in place for the project team to track and control the technical
requirements of the designed facilities. The Project has currently developed two levels of User
Requirements. Level 1 User Requirements provide high-level objectives that establish project
scope, while Level 2 User Requirements provide additional detail required for final design and to
reflect operational requirements.

User Requirements consider the entire life-cycle of the project facility, and may define a
fundamental design, risk tolerance, or end-user requirement for the Project as a whole or for a
certain aspect of the Project. Permanent Project structures and systems are considered as part
of the User Requirements process. Temporary structures and systems may be considered as
part of the process if associated risks to BC Hydro are judged to be high enough that definition
of BC Hydro’s requirements is warranted.

Transmission facilities and systems will follow the BC Hydro PPM User Requirement process
and template, which are included in Appendix K.

Refer to the Process and List of approved User Requirements (Appendix K), Design Documents
(Appendix L), Safety by Design Hazard Logs (Appendix M), and Design Management Plan
(Appendix N).

12 Construction Management
BC Hydro’s Construction Manager will be accountable for all matters associated with the on-site
implementation of assigned construction contracts associated with BC Hydro assets and
upgrades to public roads, and act as Hydro’s Representative in accordance with contract
General Conditions.

The Construction Manager will lead the onsite team. The Transmission Construction
Management team, resourced from Capital Infrastructure Project Delivery, will report through
the Site C Construction Manager. The objectives of the Construction Management approach
are:

1. To ensure site safety is managed in accordance with WorkSafeBC Regulations,

Occupational Safety and Health Standards, and BC Hydro’s Safety Practice Regulations
(SPR).
2. To ensure contractors comply with BC Hydro’s Construction Environmental Management
Plan (CEMP).
3. To ensure work is completed in conformance with specifications and demonstrate through
inspection of the work that materials, workmanship and performance of the installed
equipment are in conformance with the specifications and suitable for their intended use.
4. To ensure contracts are managed in accordance with their respective Terms and Conditions
and meet the contracted specifications.

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5. To ensure processes and procedures are in place to ensure that scope, schedule, and costs
of the Project are managed effectively and efficiently.
6. To develop detailed testing and commissioning plans.

Refer to Appendix O for the Construction Management Plan.

13 Safety Considerations
The objective of the Construction Safety Management Plan is to ensure that the Project meets
BC Hydro safety standards. BC Hydro will act as a responsible owner, and designate Prime
Contractors in all work areas who will maintain safety on the site, ensure compliance with
WorkSafeBC Regulations, and coordinate activities so that risks to workers and members of the
public are effectively managed and controlled. BC Hydro will inform the designated Prime
Contractors of any known hazards on the site. BC Hydro will monitor the activities of Prime
Contractors to ensure that they are meeting all of their safety obligations.

Designated Prime Contractors will:

• Agree to maintain a safe site and coordinate worksite safety, as a condition of contract
award.
• Develop a site-specific safety program and plan that addresses all identified, assessed
and anticipated hazards, and includes risk assessment and management of unforeseen
hazards.
• Take responsibility for safety for all persons who are within their construction site
• Do everything practicable to ensure compliance with safety standards by all workers on
the site.
• Secure the site and alert the public to the dangers so that there is no inadvertent contact
between workers, equipment, and members of the public.

In limited instances, BC Hydro may opt to retain Prime Contractor status, such as when multiple
contract personnel are working in the same physical area at once. At some point, BC Hydro will
become Prime Contractor for the generating station.

The Construction Safety Management Plan includes the following component plans:

• Emergency Response Plan

• Emergency Services Plan
• Fire Hazard and Abatement Plan
• Human-Wildlife Conflict Management Plan
• Public Safety Management Plan
• Traffic Management Plan
• Worker Safety and Health Management Plan

Refer to Appendix P for the Construction Safety Management Plan.

Refer to Appendix AB for the Site C Emergency Action Plan.

Refer to Appendix AF for the Emergency Planning Guide Peace Region.

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14 Security Considerations
Refer to Appendix AA for the Security Plan.

15 Quality Management
The objective of the Project Quality Plan is to ensure that the Project meets or exceeds BC
Hydro quality standards. To achieve the quality requirements, the Project will deliver on the
following:
• Control and document the quality of the Owner’s engineering design, and
• Assure the quality of the assets delivered and constructed by the Contractors.

The Project quality objectives can be achieved by:

• Owner’s competent engineering design and specification;
• Competent contractors, subcontractors, and suppliers;
• Contractor’s effective quality planning, adequate resources and oversight of the
Subcontractors;
• Quality oversight by BC Hydro through engineering review, quality audit and quality
surveillance.
The Quality Management Team are responsible for establishing and maintaining an effective
and efficient quality management program including:

• Developing, reviewing or consulting on quality management requirements specified in

RFQs, RFPs and RFTs according to the Project Procurement Plan;
• Developing, maintaining and implementing, as applicable, an overall Project-level
Quality Plan and contract-level Quality Plans;
• Monitoring, measuring and reporting on the quality of the project deliverables;
• Conducting internal quality audits to make sure the Project Quality Plan is implemented
and effective;
• Conducting external quality audits to make sure contractors’ Quality Plans are
established, implemented and effective; and
• Assessing quality risks from equipment delivery and conduct equipment quality
surveillance.

The IET is responsible for quality of the engineering work within the scope of IET, and design
co-ordination and integration and quality assurance for other engineering work for the Project,
with oversight by the Owner’s Engineer Team.

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The Construction Management Team, including site resident engineering, is responsible for site
quality surveillance of the site work.

Quality management for the Highway 29 and other off-damsite roads will be in accordance with
MOTI's normal internal practices and procedures to review the quality of design and
construction.

Refer to Appendix Q for the Project Quality Plan.

16 Environmental Considerations
The objective of the Construction Environmental Management Plan (CEMP) is to manage
potential adverse effects of the Project on the environment during the construction phase in
accordance with regulatory and non-regulatory requirements related to:
• Air;
• Surface and groundwater;
• Sediment and soil;
• Fish and wildlife;
• Vegetation; and
• Heritage resources (archaeological, historical and palaeontological).

The CEMP will ensure compliance with:

• Conditions and Assurances included in the EAC, or a decision under Section 54 of the
Canadian Environmental Assessment Act (CEAA);
• Mitigation measures and compensation as described in the Environmental Impact
Statement (EIS);
• Permits, authorizations and approvals from regulatory agencies; and
• Any other legal requirements.
To achieve its purpose, the CEMP:
• Outlines BC Hydro’s regulatory and non-regulatory requirements and management goals
for managing effects on the environment; and
• Provides the basis for the development of the Environmental Protection Plans (EPPs)
that will be prepared by Contractors prior to the commencement of construction
activities.

It will be the responsibility of each Contractor to prepare a site-, activity-, or Project-specific EPP
for their work, detailing how they will avoid or mitigate impacts to the environment as described
in this CEMP. The EPPs must be comprehensive and provide prescriptive details for how
construction activities will be undertaken to comply with the CEMP and applicable Regulatory
and Non-Regulatory Requirements. The CEMP applies to all construction activities undertaken
as part of the Project.

This document has been prepared in accordance with Section 35 Summary of Environmental
Management Plans of the EIS.

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Refer to Appendix R for the Construction Environmental Management Plan.

17 Regulatory and Permitting

In October 2014, the Project received the required federal and provincial Environmental
Assessment Certificates, following a cooperative federal and provincial environmental
assessment process by the Canadian Environmental Assessment Agency and the B.C.
Environmental Assessment Office.
Compliance Management and Reporting
The conditions on Environmental Assessment Certificate (EAC), the federal Decision
Statement, the provincial and federal permits and authorizations, and other commitments made
by BC Hydro will be reflected in contract documents or other arrangements made by BC Hydro.

Compliance with the EAC and Federal Decision Statement, and permit/authorization conditions
will be measured and then communicated and reported to regulators, contractors, and other
stakeholders if required. The Regulatory Team manages compliance with these conditions
using a compliance database and submits deliverables to regulatory agencies, Aboriginal
groups and others, as required.

Federal and Provincial Permits and Authorizations

The permits required for construction activities are divided into separate applications based on
the nature of the works, geographical location, and the construction schedule Permits for site
preparatory works were issued in June 2015. Other permit applications were submitted for
review in September and November 2015 and will be issued for works to commence in
spring/summer 2016. The subsequent sets of permit applications are currently being
determined and will be submitted and revised as needed.

Fisheries Act and Navigation Protection Act authorizations for site preparatory works were
issued in September 2015.

The Regulatory and Permitting Team manages the provincial and federal permit applications
and authorization processes to meet construction requirements and provides regulatory support
to fulfill water license requirements.

Heritage Conservation Act Permit Requirements

Heritage sites on non-federal lands in British Columbia are administered by the BC Archaeology
Branch and the BC Heritage Branch, in accordance with the BC Heritage Conservation Act
(HCA). The BC Archaeology Branch is the agency responsible for administering the HCA and
for maintaining the Provincial Heritage Register. The BC Heritage Branch exercises regulatory
authority under the HCA regarding the protection and alteration of designated (i.e., protected)
historical heritage sites. Section 13 of the HCA specifies that an individual (or corporation) must
not “damage, excavate, dig in or alter, or remove any heritage object” from a heritage site,
except in accordance with a permit issued by the Minister pursuant to Sections 12 and 14. The
HCA confers automatic protection upon heritage sites that pre-date 1846, or undated sites that

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could pre-date 1846, regardless of whether they are recorded in the Provincial Heritage
Register, whether they are located on Crown Land or private property, and whether they are in a
disturbed or intact context. Section 9 (2)(c) of the HCA allows protection of historical heritage
sites under the BC Local Government Act or the Vancouver Charter. Post-1846 historical
heritage sites can be protected by Ministerial Order, Designation by an Order-in-Council, or a
municipal by-law, but most post-1846 historical sites are not protected in British Columbia.

The requirements and procedures for heritage resource studies undertaken for development
projects are described in the British Columbia Archaeological Impact Assessment Guidelines
(BC Archaeology Branch 1998), and procedures for respectful handling of found human remains
that are protected under the HCA are provided in the Policy on Found Human Remains (BC
Archaeology Branch 1999).

Heritage Inventory, Systematic Data Recovery and Site Alteration Permits

Prior to undertaking land-altering work within an identified archaeological site, a HCA S.12
Alteration Permit must be in place. A HCA S.12 permit can be applied for after BC Archaeology
Branch receipt and approval of an interim report on the findings (see Section 4.2.1), or, where
an archaeological site has been designated for systematic data recovery (see Section 4.2.2), a
HCA S.12 permit will be applied for after the systematic data recovery is complete and the BC
Archaeology Branch has received and approved an interim report on the findings. Alteration
permits may include general or site-specific conditions for the management of sites covered by
the Alteration Permit.

Prior to the commencement of site preparation activities, the Heritage Specialist will submit a S.
12 HCA Permit application to allow for site alteration, and will update the permit as required
during Project construction and operations. In addition, to allow for completion of inventory,
systematic data recovery, or other actions in response to a chance find during construction, an
amendment to HCA S.14 (Heritage Investigation) permit 2014-0203 will be applied for. These
permits will be amended as needed to address any new heritage requirements during
construction.

Refer to Appendix S for the Regulatory and Permitting Management Plan and Heritage
Resource Management Plan.

18 Properties
BC Hydro’s approach to identifying the land and rights required for the Project is to strive to
minimize the amount of land acquired for the Project while maximizing land use flexibility. In
undertaking this approach BC Hydro would acquire limited land tenure, where possible, by way
of permanent and temporary statutory rights of way, leases, licenses of occupation on Crown
land, licenses on private land, and through land access permits. Where required, BC Hydro will
acquire some land in fee simple.
The Site C properties team is responsible for the acquisition of land and rights required for the
Project. This includes the acquisition of private land in fee simple where required, acquisition of
permanent and temporary partial rights such as statutory rights of way, leases and licenses over
private land and Crown land, and obtaining agreements, where required, with third party tenure
holders and occupants of Crown land (e.g. trappers and guide outfitters).

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Refer to Appendix T for the Properties Acquisition Plan.

19 Aboriginal Group Considerations

The Aboriginal Group Engagement Plan (the “Plan”) details the approach to consultation with
Aboriginal groups during the implementation phase of the Site C Clean Energy Project. The
objective of the Plan is to ensure BC Hydro will conduct consultation activities with Aboriginal
groups, in accordance with the conditions set out in the Environmental Assessment Certificate
and Federal Decision Statement (collectively the “Certification Conditions”) and the federal and
provincial authorizations (e.g. permits, licenses, etc.). In addition, BC Hydro will continue to seek
input from Aboriginal groups on key activities and initiatives including:
• Carrying out consultation;
• Implementing certification conditions, including mitigation, management and monitoring
plans;
• Providing support to federal and provincial agencies during review of permits and other
authorizations; and,
• Negotiating and delivering on accommodation, where appropriate.
Refer to Appendix U for the Aboriginal Group Engagement Plan.

20 Labour Relations
BC Hydro’s Site C Clean Energy Project has adopted a labour approach for the construction
phase of the Project that is intended to optimize access to skilled and experienced labour and
qualified contractors, encourage labour stability and productivity, promote local and Aboriginal
hiring, and support opportunities for skills training.

The Project will be a Managed Open Site which provides for an inclusive labour approach that
allows for participation from all labour groups and contractors regardless of union affiliation or
union status. This approach will enable contractors to maintain their existing bargaining
relationships for work performed on the Site C Project. The Site C project will be a mixed site
comprised of unionized and non-unionized workforces. Certain common labour terms and
conditions will be defined in the commercial contract.

In order to promote positive relationships with employers, unions and workers on site and to
effect a stable labour environment for the Project, a contractors’ committee will be
established. General Contractors awarded work on the site will be required to be members of
this committee and required to participate in this committee for the duration of their contract.
Refer to Appendix V for the Labour Strategy Plan.

21 Risk Management Plan

A Risk Management Plan (RMP) has been developed for the Project and describes the
approach to risk management for the Project. The approach will follow the same general
practice as outlined by the BC Hydro Enterprise Risk Group and BC Hydro PPM practices. The
objective of the RMP for the Project is to ensure appropriate and proactive responses are

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planned in order to treat risks to project delivery and, where possible, eliminate, prevent and
mitigate threats.

Risks associated with safety are only covered at a high level by this RMP. There is a separate
Safety by Design process for detailed safety risks, including the creation of a Hazard Log.

Refer to Appendix W for the Risk Management Plan.

22 Public and Stakeholder Communications

During the construction phase, BC Hydro will inform the public and stakeholders about
construction related activities and provide advance notice about specific activities, their
expected duration and anticipated impacts. A variety of notification and community liaison tools
will be used, such as mailings, email alerts, advertising, up-to-date website information and
extensive media, stakeholder and community outreach to ensure a broad distribution of
construction-related information.

Refer to Appendix X for the Construction Information and Notification Plan.

23 Reporting
Reporting for the implementation phase falls into four broad categories:
• Project Performance Reporting
• Construction and Contract Progress Reporting
• Environmental Compliance Reporting
• Project Governance Reporting

Project Performance Reporting

Reports will be developed to effectively communicate the overall project performance against
plan. This will include cost and forecast, schedule performance, safety & security, labour,
engineering design, environment, and risk identification and response strategies. The reports
will also be used to highlight any emerging issues that may require action.
Typical report types that are expected to be used:
• Monthly Project Status Report;
• Monthly Schedule Milestone reports;
• Monthly cost and forecast summary reports.

Construction and Contract Progress Reporting

Reports will be developed to effectively communicate the progress of work for each active
contract. The reports will be used to document the status of contractors work and serve as an
indicator of any potential for schedule, cost, quality or claims risk.

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Typical report types that are expected to be used:

• Contract Weekly Reports;
• Quality Audit Reports;
• Yearly Progress Report (by contract);
• Contract Completion Report (by contract).

Environmental Compliance Reporting

Defined lines of communication will be established in order to audit and report on compliance
with the conditions of the Project. The lines of communication include:

• Communications with regulatory agencies

• Communications with the Independent Engineer (IE) and the Independent
Environmental Monitor (IEM) retained by BC Hydro for construction of the Project
• Communications with contractors and contractors’ environmental monitors; and
• Internal communications, including with the Vice-President and Project Director, Project
Manager, Integrated Engineering Team (IET), Aboriginal Groups Engagement Team,
Properties Team, Public Affairs Team, BC Hydro Board, and others, as required.

Communication materials will include compliance monitoring reports, emails, meeting minutes,
or records of telephone conversations between BC Hydro and regulatory agencies, the IE, IEM,
and/or internal partners. The Regulatory team will develop templates to guide input of content
and formatting specifications for compliance reporting (e.g., templates for environmental monitor
weekly reports, monthly compliance reports, environmental incident reports, environmental
completion reports, and internal compliance reports). All compliance materials will be recorded
and tracked in a Compliance Tracking Database.
Project Governance Reporting
The Project will provide regular and ad hoc reports, as required, to the BC Hydro Executive, the
Project Board, BC Hydro Board of Directors, Minister of Energy and Mines, Treasury Board, and
British Columbia Utilities Commission.
Reporting will include:
• A quarterly progress report, commencing Q2 of F2016.
• An annual report, including updated management plans and applicable technical reports.
• Exception reporting, as required.
• Requests for use of contingency and project reserve, as required.

Refer to Appendix AD for the Site C Governance Meetings and Reporting List.

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Other reports described in BC Hydro corporate policies and procedures will also be prepared
using standard BC Hydro tools and processes, as required (e.g. safety and environmental
incident reports, financial reports, Board reports and status updates).

24 Documentation and Records Management

Document Management will follow the Document Management and Control Plan. This plan
describes the processes and procedures through the lifecycle of a document including revisions,
approvals and naming conventions and covers Document Management, which involves the
storage and retrieval of documents and includes platforms and applications, filing system
versions and metadata.

Refer to Appendix Y for the Document Management and Control Plan.

The management of records, including processes and procedures for filing, storage and
disposition are covered in the Records Management Plan.

Refer to Appendix Z for the Records Management Plan

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Glossary
[To come]

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Figures

Figure 1 Work Breakdown Structure

Figure 2 Organization Chart

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Appendices

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Appendix A Statement of Objectives

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Appendix B Work Package Agreements

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Appendix C Project Schedule

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Appendix D Schedule Management Plan

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Appendix E Business Case

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Appendix F Expenditure Authorization Request

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Appendix G Cost Estimate

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Appendix H Cost Management Plan

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Appendix I Project Change Control Plan

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Appendix J Procurement Plan

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Appendix K Process and List of Approved User

Requirements

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Appendix L Design Documents

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Appendix M Safety by Design Hazard Logs

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Appendix N Design Management Plan

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Appendix O Construction Management Plan

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Appendix P Construction Safety Management Plan

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Appendix Q Project Quality Plan

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Appendix R Construction Environmental Management Plan

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Appendix S Regulatory and Permitting Management

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Appendix T Property Acquisition Plan

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Appendix U Aboriginal Group Engagement Plan

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Appendix V Labour Strategy Plan

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Appendix W Risk Management Plan

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Appendix X Construction Information and Notification Plan

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Appendix Y Document Management and Control Plan

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Appendix Z Records Management Plan

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Appendix AA Security Plan

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Appendix AB Site C Emergency Action Plan

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Appendix AC Contract Administration Plan

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Appendix AD Governance Meetings and Reports

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Appendix AE Contingency Management Plan

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Appendix AF Emergency Planning Guide Peace Region

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Appendix AG RACI Charts

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